THE MANAGER’S POCKET GUIDE TO
Motivating Employees
Shawn Doyle
HRD PRESS, Inc. Amherst, Massachusetts
Copyright © 2005, HRD Press, Inc. All rights reserved. Any reproduction in any media of the materials that appear in this book without written permission from HRD Press is a violation of copyright law.
Published by: HRD Press 22 Amherst Road Amherst, MA 01002 1-800-822-2801 (U.S. and Canada) 1-413-253-3490 (Fax) http://www.hrdpress.com
ISBN 0-87425-846-4 Production services by Wordstop Editorial services by Sally Farnham Cover design by Eileen Klockars
TABLE
OF
CONTENTS
Chapter 1
The Importance of Motivation . . . . . . . . . . . . . . 1
Chapter 2
Hiring and Keeping Motivated People . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Chapter 3
Motivating Employees to Achieve the Organization’s Goals . . . . . . . . . . . . . . . . . . 31
Chapter 4
The Importance of Enthusiasm for Motivation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
Chapter 5
Performance Development as a Motivating Tool . . . . . . . . . . . . . . . . . . . . . . . . . . 55
Chapter 6
Coaching to Motivate . . . . . . . . . . . . . . . . . . . . . 71
Chapter 7
What Really Motivates People? . . . . . . . . . . . . 81
Chapter 8
Motivating with Rewards and Recognition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97
Chapter 9
The Importance of Balance in a Well-Motivated Workforce . . . . . . . . . . . . . . . 107
Chapter 10
Putting It All Together (Action Planning) . . . . . . . . . . . . . . . . . . . . . . . 119
Index
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 129
About the Author . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .141
iii
CHAPTER 1
The Importance of Motivation The purpose of this book is to provide managers with helpful tools and techniques for creating and maintaining an environment where employees can perform at their highest level of motivation. Motivated employees are significantly more productive than discouraged employees, and productive employees are essential to management success. Doesn’t everyone want to work in a place that is fun, energized, and motivating? Let’s define motivation for the sake of clarity. In the dictionary, motivation is a word that seems to defy definition. Webster’s defines motivation as: The act or process of motivating; the condition of being motivated. In order to get a better understanding of the word, we need to define the word motivate: To provide an incentive, move to action; impel. As a manager, one of the most important functions is to provide incentive. It is also essential in our role to move employees to action. Lastly, it is critical that our teams are impelled to do the work, and that they want to do the work.
Creating a Motivating Environment First, let’s clear up one misconception: It is not possible for one person to motivate another. It is impossible for me to motivate you and for you to motivate me. Motivation is an internal mechanism that is generated from within. For someone to be motivated, they have to a make a conscious decision to be motivated about a particular situation. Going back to the definition, they have to have incentive and be moved or impelled to act. 1
The Manager's Pocket Guide to Motivating Employees
Managers can’t motivate people, but they can create a positive environment where people can be motivated. As legendary college football coach Lou Holtz once said, “Ability is what you are capable of doing. Motivation determines what you do. Attitude determines how well you do it.” Everyone agrees that a great manager can have a significant impact on a team. Look at the coaches in the NFL: Many times we see teams that are doing poorly and have a losing attitude; then a new coach comes in and creates a new environment, and suddenly the team performs and starts winning games. Complete the quick assessment below to get a pulse of your environment.
Assessment—Elements of a Motivating Environment For each statement, check the appropriate box. Statement
Yes No
1. The work space is comfortable for employees.
2. The work space is visually appealing.
3. Employees know the purpose of their work.
4. Employees know the purpose of the team’s work.
5. The environment is positive and upbeat.
6. Employees are excited about their work.
7. The work place is considered fun.
8. Our team has fun on the job.
9. The company is committed to employee development.
10. As a manager, I am committed to development of each team member. 2
The Importance of Motivation
Statement
Yes
No
11. I know each team member by name.
12. I know the short- and long-term goals of team members.
13. Employees are rewarded for good performance.
14. I use different kinds of rewards to incite motivation.
15. Communication takes place frequently.
16. Communication takes place in groups and individually.
17. Hiring is done to ensure a fit with the group.
18. People who don’t fit are let go quickly.
19. I mirror the behaviors I value all the time.
20. I mirror the attitudes I value all the time.
Now that the assessment has been completed, analyze the results: • • • • • • •
What did the results indicate? What elements were surprises? What elements stand out? Which elements are the most obvious areas for improvement? Which elements are the most positive? What could you as a manager do differently? What could the team do differently?
3
The Manager's Pocket Guide to Motivating Employees
Now that you have looked at some of your own feedback, let’s talk about your role. It is a manager’s responsibility to create and continuously maintain the right environment. Here are ten tips to creating an environment that fosters motivation: 1. Control the physical environment. The work space
itself must be at least well lit and clean. I once worked at a company that was poorly lit, had dirty carpets, and needed painting. Employee morale was low, and the employees were very unmotivated: They could have been mistaken for dead! If I took over that company, I would have hired a painting crew to repaint the place in one weekend. Imagine the response on Monday from the employees when they came back to a new environment. Take time to attend to the visual aspects of the environment, because people believe what they see. 2. Communicate the purpose. Each employee must under-
stand the reasons why he or she does their job and why it is important. Most people are more motivated when they know the reasons behind a procedure, process, or policy. The manager must be a master communicator and continually reinforce the important messages. As Tim Sanders of Yahoo said, “Knowledge sharing is the basis of everything. Share knowledge with reckless abandon.” 3. Create a positive place. A positive work environment is
contagious. When employees are excited and passionate about the job, team, and company, it is apparent to customers, vendors, and other employees. More importantly, this level of enthusiasm will make people want to work for that particular department or team. To be the 4
The Importance of Motivation
department that everyone wants to be part of builds pride for those who are there. This also builds and enhances the reputation of the manager. 4. Have fun. In the world of business, the word fun is often
overlooked, but rest assured, if the team is having fun at work, they are more motivated and productive. Companies such as Southwest Airlines have institutionalized fun, and they have employees who work harder, don’t leave, and provide a better experience for their customers. The idea of a fun environment is so rare that it actually becomes a factor in hiring and retaining employees. Most people want to work in that kind of environment and will stay longer and work harder. 5. Embrace development. Managers must commit to each
team member’s development. If team members are growing and developing, they will be more motivated because they will feel more valued. Everyone who is a member of the human race wants to feel a sense of value. Writer and orator Sidney Madwed said, “It has been estimated about 90 to 95 percent of all people work at jobs which are unfulfilling and which they dislike….” The manager’s role is to provide an environment where the employees can be fulfilled, and development plays a role in feeling fulfilled. 6. Know the team. A manager has to know what team
members want in the short and long term in order to provide an environment where they can be motivated. Some managers don’t know their employees’ names. How can a manager in that situation adapt to the employees’ needs? In some companies, upper-level managers patronize their employees. These upper-level managers don’t even try to get to know their employees. This is an old-school practice that is archaic. By today’s 5
The Manager's Pocket Guide to Motivating Employees
standards, managers who know their employees will have a competitive advantage. 7. Provide reward. The purpose of reward is to provide
incentive for team members so that they want to work and work harder. I once worked for a manager who said, “I am not going to compliment you for work you are supposed to be doing.” That manager did not understand the impact of reward and the negative impact of lack of reward. It is truly amazing on a daily basis how managers apparently don’t think about the impact of their actions. The savvy manager realizes the value of reward and uses it as a tool. 8. Engage in constant communication. The manager’s job is
to constantly communicate: to communicate formally and informally to groups and individuals. Communication eliminates doubt, ends rumors, instills confidence (employees feel they are important enough to be told about certain information), and builds trust and loyalty. A large part of motivation is how people feel about their work. When people are “in the loop” and are provided communication on a regular basis, they feel validated and acknowledged. Most managers under-communicate. 9. Be careful in hiring. Hiring the right people with the right
attitude and skills is critical for a motivating environment to exist. On the other hand, keeping people on who are unproductive and difficult or who have negative attitudes can be very detrimental. Don’t rush the hiring process, but do act swiftly with documentation to terminate people who aren’t making a contribution. 10. Be “the mirror.” The manager is the mirror of the team;
the behaviors and attitudes that the employees see in their managers are what they emulate. I once visited an office where all the employees were grumpy, cold, and 6
The Importance of Motivation
sullen. When I met the manager, he was grumpy, cold, and sullen. As secretary of state Colin Powell once said, “All employees are boss watchers. The rank and file will always take clues from their leader.” So the manager must at all times emulate the qualities, attitudes, and behaviors that they want the team to exhibit.
The Benefits of a Motivating Environment Many managers are hard driving and very practical. They will say, “Give me a business reason to do this motivation stuff.” The reality is that motivation is the absolute key to driving productivity and increasing profit. Just ask companies like Southwest Airlines. Consider these facts as outlined in a survey of the nonmanagerial workforce in the United States, conducted in 1983 by the Public Agenda Forum: • Less than one in four U.S. workers is working at full
potential. • Half of the workers surveyed said they did not put any
effort into their job beyond what was required to hold it. • Seventy-five percent responded that they could be signifi-
cantly more effective in their jobs than they are. • Sixty percent responded that they don’t work as hard as
they used to. There is every indication to believe that since 1983, things have not gotten better—they have gotten worse. The reasons are very simple: Corporate America has not given employees a reason to believe in their companies or in their leadership. Employees are promoted into management roles and don’t know how to lead. 7
The Manager's Pocket Guide to Motivating Employees
The blame must then be placed squarely on the shoulders of leadership. Employees are obviously not being provided a work environment that encourages them to want to work. In looking at the results of this survey, a smart manager could increase effectiveness 75 percent and get 60 percent of the workers to work harder. The results could be a staggering increase in productivity. There is clear and compelling evidence that a motivating environment pays huge dividends. In a study on training investment and impact, conducted in September of 2000 by the American Society of Training and Development (ASTD), it was proven that investment in training had a significant impact on financial performance. Two thousand five hundred companies were surveyed, and the companies that invested the most in training had a total shareholder return that was 86 percent higher than those companies on the lower half of the training investment list, and a 45 percent better return than the market average. There are hundreds of reports and statistics that prove a motivating environment is essential to the success of an organization. Promoting this kind of environment will have the following impacts: • • • • • • • • • •
Productivity will increase Employee turnover will decrease Absenteeism will decrease Sales will increase Customer service will be improved Employee litigation claims will decrease The quality of candidates will improve Cash flow will improve Efficiency will go up Profits will be increased 8
The Importance of Motivation
I have interviewed hundreds of job candidates throughout my career, and I am always amazed at what interviewees say about their current managers. They tell me their manager has never had a conversation with them, they don’t get development, or they feel unneeded, undervalued, ignored. This is typical and common in the workplaces of America. How many negative comments do we hear from friends and family about their horrible bosses? It is a sad commentary on the state of management in today’s work world. However, there is good news: As managers, we have the ability to be an impetus for change. Below and on the next two pages is an assessment you can complete to determine the aspects of motivation that currently exist on your team, and to what degree they are developed.
Motivating Environment Assessment Using the scale below, circle the number that best describes your situation with regards to each statement on pages 10 and 11. Be honest and don’t think about the answers for too long. 1—Disagree 2—Happens on occasion 3—Somewhat agree 4—Agree
(continued)
9
The Manager's Pocket Guide to Motivating Employees
Statements 1.
Employees feel good about the work area because it is clean and comfortable.
1
2
3
4
Each employee has a work area that is appropriate and suited for their work.
1
2
3
4
3.
The work environment is clean, well lit, and well maintained.
1
2
3
4
4.
Employees know the purpose of their work.
1
2
3
4
5.
Employees understand the purpose of the company’s work.
1
2
3
4
6.
Employees are excited about coming to work every day.
1
2
3
4
7.
Employees are excited about their work.
1
2
3
4
8.
We occasionally have fun activities as a group.
1
2
3
4
9.
Employees would describe our work place as “fun.”
1
2
3
4
10.
We are committed to employee development.
1
2
3
4
11.
The majority of employees are getting individual development.
1
2
3
4
12.
I know every employee.
1
2
3
4
13.
I know every employee’s shortand long-term professional goals.
1
2
3
4
2.
10
The Importance of Motivation
Statements 14.
Employees are rewarded with financial incentives.
1
2
3
4
15.
Employees receive formal and informal types of recognition.
1
2
3
4
16.
Team meetings are held regularly for communication with the team.
1
2
3
4
17.
Individual meetings occur regularly with each employee.
1
2
3
4
18.
When needed, communication is quick and efficient.
1
2
3
4
19.
Communication is both formal and informal.
1
2
3
4
20.
We are very careful about who we hire.
1
2
3
4
21.
Our hiring practices have a good track record of success.
1
2
3
4
22.
When we have employees who have attitude problems, we settle it quickly.
1
2
3
4
23.
Employees would say that morale is high.
1
2
3
4
24.
On a daily basis, I emulate the qualities I expect employees to exhibit.
1
2
3
4
I am aware of my behavior at all times.
1
2
3
4
25.
Grand total of all numbers (add up number from each question)
+
+
+
= 11
The Manager's Pocket Guide to Motivating Employees
Interpreting the Results Once the assessment is complete, total the numbers from each column. The total score will then be a number between 1 and 100. The perfect score would be 100. Here is an analysis of the scoring: 100–90
Excellent score, and it means the motivating environment is solid. 90–80 Good score, and there is some work to be done. 80–70 OK score, and it is time to get to work on making it better. Below 70 This book will help you get started on the efforts that are needed. Now take a look at the statements that had the lowest and highest scores. The statements are grouped into the ten categories that were mentioned in the beginning of this chapter that are critical for having a motivated workforce. The physical environment: Statements 1–3 The purpose of their work: Statements 4–5 Positive environment: Statements 6–7 Fun workplace: Statements 8–9 Employee development: Statements 10–11 Knowing the employee: Statements 12–13 Rewards: Statements 14–15 Communication: Statements 16–19 Hiring: Statements 20–22 Mirroring the message: Statements 23–25 Determine which areas have the lowest scores and this will indicate which areas need attention first. In addition, take a look at the higher scores and make sure these areas continue 12
The Importance of Motivation
to be addressed in order to maintain the strengths of the environment. Knowledge is the first step in growth as a manager. The second and most important step is applying the knowledge in order to get results.
A Business Case for Motivation The business case for a motivating environment is irrefutable. It is not an easy task to create and manage a motivating work place; it takes planning, hard work, and persistence. Now that you know why it is important and have analyzed the level of motivation in your environment through the assessment, it is time to talk about how to work toward the environment that you want.
The Key Principles in Motivation In this book, we will take you through the various aspects of motivating employees. There are ten key areas that if ignored will have a negative impact. If they are addressed, they will have a powerful and lasting impact on the team. A chapter has been dedicated to each of these areas as follows: • Chapter 1: The Importance of Motivation—As a manager,
it is essential that you buy into and accept that motivation is not a soft skill and is necessary for the success of any business. • Chapter 2: Hiring and Keeping Motivated People—As a
manager, the environment is only as good as the quality of the people you hire. Great leaders use care and selectivity in hiring employees, and then when they are hired, make sure the stage is set for their growth. 13
The Manager's Pocket Guide to Motivating Employees • Chapter 3: Motivating Employees to Achieve the
Organization’s Goals—When employees know the goals of the organization and how they fit into the big picture, they are typically motivated to help drive those goals forward. Unfortunately in many organizations, the employees don’t know the goals of the company or the department. • Chapter 4: The Importance of Enthusiasm for Motivation—
The comic strip Dilbert has certainly had fun with the lack of enthusiasm in the work place and has put the blame justifiably on leadership. It is up to the manager to build an environment where enthusiasm is fostered. • Chapter 5: Performance Development as a Motivating
Tool—One of the ways a manager can create a motivating environment for an employee is to set expectations and provide opportunities for growth. Many managers don’t think about or plan for an employee’s development, which is key to motivation. • Chapter 6: Coaching to Motivate—Employees are moti-
vated by being directed and knowing where they are headed both in the short and long term. This is a skill that is essential for keeping employees fired up and retaining them as employees. • Chapter 7: What Really Motivates People?—This seems to
be a mystery to many managers, but it really isn’t all that mysterious. Once the knowledge of what motivates people is gained and turned into tangible action, the manager will have a team that is unstoppable. • Chapter 8: Motivating with Rewards and Recognition—
Most people long for their company and more importantly their managers to recognize and reward their efforts. Many managers say they are too busy to reward and recognize the employees. 14
The Importance of Motivation
Motivated • Chapter 9: The Importance of Balance in a Well-M Workforce—The importance of balance is being discussed endlessly in the business press yet seems to be a problem that is getting worse not better. The leader of a team needs to be aware of the issue and use techniques to help relieve pressure. • Chapter 10: Putting It All Together—If managers want to
see a difference in the work place and employees who are more motivated, then all the concepts have to be put into action. This means a commitment to execution of action plans for each area. There are several tools and worksheets to assist with that throughout the book. Avoid the temptation to skip over them. They will help identify areas of strength and areas for improvement. Make a decision today that no matter where you are as a manager, you are going to commit to making the work place better for you and your team. As Dale Carnegie once said, “There is only one way to get anybody to do anything, and that is by making the other person want to do it.”
15
CHAPTER 2:
Hiring and Keeping Motivated People In the late 1950s, Frederick Herzberg conducted a landmark study on how human relations relate to motivation in the work place. He concluded that there were two factors relating to motivation in the work place and came up with two resulting theories: the hygiene theory and the motivation theory. The first part of his findings relate to the work environment. The elements of hygiene involve • • • • • • • •
The company Policies and their administration The supervision people receive on the job Working conditions Interpersonal relations Salary Status Security
This theory suggests that the hygiene elements will not motivate an employee, but if they are not met, there will be job dissatisfaction. The second part of Herzberg’s findings relate to the motivating factors • Achievement • Recognition
17
The Manager's Pocket Guide to Motivating Employees • Growth/advancement • Interest in the job
The hygiene and motivating factors relate to employees’ understanding of the purpose of their jobs. It is the manager’s role to make sure employees are well-informed and clear on the purpose of their work, the team’s work, and the company’s work. When employees know why they are doing the work, they are much more motivated and satisfied with their jobs. So how does a manager ensure that this happens?
Begin in the Beginning To create a work place that is energized and motivated, the company must first hire well. Hiring well is the foundation upon which a motivating environment is built. As Lou Holtz once said, “Motivation is simple. You eliminate those who are not motivated.” If we consider the opposite of that—it is adding people who are motivated. Hiring can be the most positive or the most destructive influence on the team’s motivation. Do not underestimate the impact on the rest of the team when a poor hire is made. I have met managers from a variety of organizations who were not skilled in interviewing and hiring. An organization is only as good as the quality of the candidates and the quality of the hiring process. If an environment is going to be one where employees are motivated, then the quality of the people hired is critical. Here are a few tips for making sure the “right” candidates get hired: • Conduct multiple interviews. The process of interviewing
should consist of several interviews: 1. A screening interview over the phone 2. An initial interview 18
Hiring and Keeping Motivated People
3. A second interview 4. A final interview By conducting multiple interviews, you end up knowing the candidate better and finding out what they are really like as a person. The candidate should also be interviewed by several people in the organization so that the manager gets different perspectives about them. • Look for a cultural fit. There absolutely must be a cultural
fit in addition to the competency fit. Research has shown that lack of cultural fit causes more employees to not last in a job than their inability to do the job. Managers must overlook the temptation to hire on the basis of competency and ignore the cultural aspects. For example, an IT expert who is a technical genius, but treats people with disrespect, is not a good trade-off. • Get Human Resources involved. It is important to have
Human Resources involvement, but they should not make the final hiring decision. The final decision should be up to the hiring manager. I have worked with organizations in the past where HR did the interviewing and the hiring, and managers were then “stuck” with an employee who didn’t fit their needs. Managers should insist on having the final say in the process. • Always recruit. Managers should always network and
should always be on the look out for viable candidates both inside and outside the organization. The best approach is to make a file of viable candidates before they are needed. Then when the need arises, the manager contacts the people in the file who are viable. • Know they are the best they will be. When candidates are
being interviewed, they are at their very best. They are the best they will ever be dressed, and the best they will ever 19
The Manager's Pocket Guide to Motivating Employees
present themselves. A common mistake made by hiring managers is that they think they can change the negative characteristics of a candidate after they are hired. This is as absurd as someone changing their spouse after they get married. • Have knock-out questions. It is advisable to have knock-
out questions—questions that would eliminate the candidate if they gave a “no” answer to a question. For example, I was the hiring manager for a corporate university, and one of my knock-out questions was about continuous learning. I felt very strongly that we shouldn’t hire a candidate as a training manager if they weren’t willing to learn themselves. I would ask a few questions about reading, training, classes, etc. This gave me the ability to determine if they were a learner or not. Managers must decide on the qualities that are absolutely not negotiable and use these qualities as the basis of knock-out questions. These questions should be woven into the interview. The candidate should never know that these are knock-out questions; knowing the nature of the questions could influence their answers. To find candidates who are a good fit in terms of enthusiasm, use open-ended interview questions as listed below: • • • • • •
So tell me about yourself . . . What is the best job you have ever had and why? What is important to you in the work place? Who has had an influence on your career? Why? Do you do any reading? What do you read? What book has had the most influence on you in the last five years? • Who has been the best boss you have reported to? Why? • The worst boss? Why? 20
Hiring and Keeping Motivated People • What motivates you? Why? • How would you describe yourself? • How would the team of people you work with • • • • • • •
describe you? What do you stand for? Who are your role models? What have you learned in the past year? What professional organizations do you belong to? Why? What does enthusiasm mean to you? Describe your personality. How do you get along with others?
This list of questions should provide managers with a baseline for determining the candidate’s level of enthusiasm. These questions should obviously be mixed with questions about experience and job skills. The idea is to look for both competency and culture.
The New Hire The best way to ensure that employees understand the purpose of what they do is to start from the beginning, when they are hired. This is an overlooked and underused concept. Many managers I have worked with in the past used the “frying pan into the fire” concept: throw them into the work with no explanation, training, understanding, or concept of what they are doing and why. Most people reading this book have had similar experiences. We should not overlook the critical first days of a new employee’s work life when we can lay the foundation of their belief and have a huge impact on their perception of us and the company. Keep this in mind: If we want them to be motivated, we have to create an environment from day one that 21
The Manager's Pocket Guide to Motivating Employees
does that. The first and most important element once a new employee starts is orientation.
Orientation Orientation is when a new employee is first exposed to the organization’s mission, vision, and values. Orientation should be delivered by a professional who can convey the values of the company’s vision. I am sure there are small organizations that might say, “Well, we are small, and we don’t conduct orientation.” I think small companies become successful by acting like big companies. It is crucial for new employees to be properly oriented, and this is especially important in small companies because each employee can have a meaningful direct impact. Orientation sets the stage. There might be organizations that don’t have mission, value, or vision statements. If that is the case, how does the organization know where it is going? How will it know when it gets there? Is there a long-term plan that can be shared instead of mission, vision, and values? Not having a written cohesive statement of what your company stands for and where it is going is dangerous. At orientation, the employee should learn all about the company, what it stands for, and what kinds of qualities and actions are valued. There is no doubt that oriented employees are more knowledgeable, and knowledgeable employees are more motivated. Orientation also has several advantages. It • Gets employees motivated • Helps employees feel appreciated early in their first week • Converts belief in favor of the company
22
Hiring and Keeping Motivated People • Builds excitement about the company • Gets everyone on the same page • Instills values and culture
Once the formal general orientation is complete, it is up to the manager to give them a specific overview to help them understand the purpose of their individual work. There are several factors in making sure that new employees understand the purpose of their work: 1. Provide job descriptions. Managers and supervisors should make sure there is a job description for every job. I have worked with and for many organizations that didn’t have job descriptions or if they did they were never shared. It is amazing that companies can succeed without the employees knowing the tasks they are expected to perform. If there are no job descriptions, there can be no accountability, measurement, or sense of knowing if the employee is doing what they are “supposed to do.” If the organization doesn’t have job descriptions, then it is the manager’s responsibility to write them for each job under him/her. The task is onerous and very time consuming, but the results in productivity can be significant and the employees feel better about their work. If job descriptions need to be created, it is always good policy to partner with the Human Resources Department, but if the organization is small, a manager can build the job descriptions. I once had an employee who met with me on her first day. We reviewed the job description and discussed it at length. She said, “It is so nice to know exactly what I am supposed to do from day one.” She went on to explain that she had worked at several companies and had never been provided with a job description. The motivating value of people knowing what they are supposed to do is tremendous. 23
The Manager's Pocket Guide to Motivating Employees
2. Provide it in writing. All job descriptions should be in writing and available to everyone. There are certain legal reasons why this makes sense, but I am not a lawyer. From a clarity perspective, it makes sense to have a written description because it helps eliminate any ambiguity. There is no question that when details are given verbally, there is too much room for interpretation. People in general are bad listeners or have perceptions in their minds that are so strong that they hear what they want to hear. Written job descriptions will eliminate problems and miscommunication. 3. Explain the purpose. Every employee should have their job explained to them by their supervisor verbally as part of detailed discussions during the interview, orientation, and periodic reviews. It is tremendously motivating to employees when they understand the purpose of their role. Let’s take the example of a receptionist at a firm. Some would say the role of a receptionist is not that important. It would be possible for a receptionist to start feeling that their job was not important and to feel less motivated. A skilled manager would explain the role of the receptionist. They would also make sure that the receptionist understood that their role was vitally important to the firm because they were the first contact with the client—what a truly important role! Many managers don’t explain the roles to each employee because they don’t have time, they are busy, and a whole host of other “reasons.” As the old Fram oil filter ad campaign used to proclaim: “You can pay me now or pay me later.” An investment in communication up front will save the manager significant time and trouble later. 4. Talk about the interrelation. Each employee should understand how their job relates to the other jobs on the team. In many organizations, employees have no idea 24
Hiring and Keeping Motivated People
what the other employees in their department actually do on a day-to-day basis. Additionally, employees should understand how their work interrelates with the other departments in the company. I have attended many meetings where Customer Service was blaming Sales, Sales was blaming Marketing, Marketing was blaming Order Entry, and the blame went on and on. Clearly this was a case of one department not understanding the purpose of the other departments. This results in classic “we versus them” scenarios in the same organization—which in theory has the same objectives. At times, employees need to be reminded that the same logo is on all their checks. A good analogy that can work well is that of a wagon wheel: The round part of the wheel is the entire company and the spokes are each department. Clearly each spoke on that wheel is equally important. What happens if one spoke breaks in a wagon wheel? Probably not much, but if more than one breaks or starts to malfunction, the entire wheel falls apart. Most employees find that analogy useful. 5. Review the mission/credo/values, etc. If a company has a mission statement, credo, or values statement, it should be known by every employee and should be in writing and posted everywhere. A good example of this working well is the Ritz Carlton. At Ritz Carlton, every employee understands the mission of Ritz Carlton. I was walking in a downtown area and stopped in a Ritz Carlton because it was in a beautifully restored building. The door was opened for me, and as I was looking around, one of the door men greeted me warmly and said, “Hello sir. Have you seen our ballroom?” I told him that I wasn’t even a guest at the hotel. He smiled and said, “Well you must see our ballroom because you will come back and someday will be a guest.” He was 25
The Manager's Pocket Guide to Motivating Employees
practicing one of the key tenants of Ritz Carlton’s overall philosophy: “We are ladies and gentlemen serving ladies and gentlemen.” Companies like Ritz Carlton, Starbucks, and Jet Blue Airlines inherently understand that the power of the employees knowing and understanding the mission/credo is that they provide better customer service because they are more motivated: They feel like they are part of a greater good. It gets back to Herzberg’s hygiene factors; one of them is policy administration and the company. When they are not met, it leads to job dissatisfaction, but when they are met, it leads to increased satisfaction. There are many companies where they have a mission/credo, but no one knows that it exists. What is the sense of having a mission/credo if it is under lock and key? It is the manager’s job to make sure that all employees in their department know the mission/credo of the company and that it is given in writing and posted proudly where all can see it on display. It answers the question: why are we doing this work every day? The company you are working for might be new or smallto mid-sized. It is possible that your company doesn’t have a mission statement. One word of caution: This can be a very arduous task and requires some expertise. If the task seems too overwhelming, contact a local professional who can help sort through the development of a mission statement for the firm. 6. Explain the team mission. If the company has a mission/credo, then the manager of each department should have a way of translating the mission to the team. Let’s take an example: Starbucks’ mission statement is “Establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow.” They then go on to outline six guiding principles: (1) Provide a great work 26
Hiring and Keeping Motivated People
environment and treat each other with respect and dignity, (2) embrace diversity as an essential component in the way we do business, (3) apply the highest standards of excellence to the purchasing, roasting, and fresh delivery of our coffee, (4) develop enthusiastically satisfied customers all the time, (5) contribute positively to our communities and our environment, (6) recognize profitability is essential to our future success. A savvy manager will lay the six principles out on the table and say to the team, “How can our team drive these principles? How can we contribute to number one? Number two?” Once all these questions are discussed, a team mission statement can be crafted. Then the members of the team will understand their purpose and more importantly how their purpose relates to the larger picture. 7. Document the team mission. Once the team mission is crafted, it should be in writing and posted proudly. On a regular basis, behaviors that are aligned with the company and team mission should be recognized and reinforced. 8. Communicate the mission. The mission/credo of the company and the team should be part of communications verbally, in writing, and in meetings. At meetings, the agenda should include a portion of that meeting to highlight the mission credo. I once worked for a company that had a credo. At every meeting, the credo was read out loud and with reverence. The repetition of the message is essential to ensure that people understand it, but more importantly start applying it to their daily work. Make the mission/credo so ingrained in the employees’ minds that they get excited about it and start articulating the message. Taking these steps with each new employee will have an incredible impact on that employee’s motivation. They will 27
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feel valued, appreciated, informed, and more confident. The most important aspect is this: because they are more motivated, they will be more productive and more enthusiastic, and stay with the organization longer.
Act Early If the manager has made a hiring mistake, it is important to act early and quickly. If that person who was hired is clearly a hiring error and will never fit with the team’s culture and compatibility, the manager needs to let that person go as soon as possible. If the new hire error is not let go, the situation will • • • • •
Create tension on the team De-motivate employees who are doing a good job Make the team wonder about the manager’s abilities Make the team wonder about the company’s standards Contribute to an overall negative environment
Too many organizations make hiring mistakes and hold onto that person for far too long. This is a double mistake: (1) hiring them and (2) keeping them. When this happens, the impact on the team’s motivation is devastating. Lastly—letting that employee go is doing them a favor because they already intuitively know they are not doing well and no one likes to fail.
Current Employees Here is a question that every manager should ask themselves: If this is how we are communicating to new hires, do we also communicate to existing employees the same way? Do they know the purpose of their work? Do they know the mission of the company? The team? Go back over the key points of 28
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this chapter and ask yourself if your existing employees know this information. If the answer is a resounding “no,” then put a plan together to start communicating all these concepts over time. This is a way of ensuring that you as a manager hire and keep the best, most-motivated employees.
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CHAPTER 3:
Motivating Employees to Achieve the Organization’s Goals The world is a very ambiguous place. There are many aspects of our professional and personal lives that are confusing. We are often bombarded with many confusing rules, laws, and regulations with no explanations given. This should not happen in the work place. Managers should provide clarity and direction. An employee’s understanding the purpose of what they do relates to the hygiene and the motivating factors mentioned in Chapter 2. It is the manager’s role to make sure that employees are well informed and clear on the purpose of their work, the team’s work, and the company’s work. When employees know why they are doing the work, they are much more motivated and satisfied with their jobs. I recently overheard a conversation with two employees on an elevator. They were both furious at their supervisor. The one person said, “What is his problem? He doesn’t ever tell us what is going on and then expects us to do the work!” The other employee sighed and said, “I don’t know, I guess he thinks we are mind readers—but I don’t understand why we have to do it that way.” Obviously these employees were frustrated and angry, and were being managed by someone who didn’t communicate the employees’ roles and how those roles relate to the organization. In another example, I once heard employees talking in the company cafeteria. One employee said to her lunch mate, 31
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“So, what is the plan this week? I know it is different than last week.” The other employee sighed and said, “I have no idea; no one tells me anything around here and the plan, if there is one, changes every other day. I’ll tell you what: I am out of here soon.” Keep in mind this conversation was being held in the company lunchroom. This was a very disturbing conversation to hear. Obviously the employees were very frustrated, and management was not sharing any information with them. I once had a manager who answered a question I asked with “I can’t share that with you.” It is on a “need-to-know basis.” I said that I needed to know, because I was constantly being asked the question by others. I didn’t know the answer, and I felt foolish. He said he still could not tell me. Managers should be sharing as much as possible with employees within the limits of legality. It is understood that some issues are confidential, but if managers want motivated and excited employees, they must keep them informed. Yet many managers do not. It is the equivalent of a military leader in the old days saying “Charge!” but not saying why or when or how. If managers expect employees to follow the charge, the employees must know where the charge is headed. They must know the goals and mission of the company (as outlined in Chapter 2) and where the company is headed in the short, mid, and long term. This is not being done at many companies across the world. Then they wonder why employees are not motivated. Managers should share with their teams the short-, mid-, and long-term goals of the organization. More importantly, they should also share the short-, mid-, and long-term goals of the 32
Motivating Employees to Achieve the Organization’s Goals
department, and how they relate to the employees. The ideal is to paint a picture for the team members of the future that is clear and understandable. The pictures that many managers paint are abstract art! Make your picture clear and unambiguous. A manager can do this in several areas: • • • • • • •
Orientation Meetings Annual reviews Communication Repetition One-on-one reinforcement Actions
We have already discussed orientation in Chapter 2, and the other concepts will be covered in this and subsequent chapters. Once the employee has conceptualized the mission and vision, they should learn about the short-, mid-, and longterm plans for the company and for the team. This helps answer the questions What? How? and Why? for the employee. People are much more likely to follow when they know why they are doing what they are doing. Next they should learn about the long-term plans for the department. This is where managers struggle, because they don’t have a clear picture themselves of where they want their department to be in the short, mid, and long term. That might sound shocking, but in many cases and many clients I have worked with, the managers didn’t know what their short-, mid-, and long-term plans were and wouldn’t admit this fact. If a manager does not have a long-term vision, they can’t articulate it. If the manager can’t articulate it, there will 33
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be employees who are confused and frustrated and ultimately employees who lack motivation. Below and on the next few page is a worksheet for developing and clarifying the short-, mid-, and long-term goals of the department. It is important to take time to complete the worksheet in order to help crystallize and articulate the plans.
Long-Term Planning Worksheet What does your department/team do?
What is the purpose of your department/team?
How does your department contribute to the company’s objectives?
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Short-Term Goals (for this year) Revenue/Productivity
Growth
New Projects/ Initiatives
1.
1.
1.
2.
2.
2.
3.
3.
3.
4.
4.
4.
Mid-Term Goals (3 years) Revenue/Productivity
Growth
New Projects/ Initiatives
1.
1.
1.
2.
2.
2.
3.
3.
3.
4.
4.
4.
Long-Term Goals (5 years) Revenue/Productivity
Growth
New Projects/ Initiatives
1.
1.
1.
2.
2.
2.
3.
3.
3.
4.
4.
4.
(continued)
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Long-Term Planning Worksheet (continued) Can all the goals be measured?
If these goals are achieved, how will it benefit the team?
How can you as the leader paint a picture of the long-term future?
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Motivating Employees to Achieve the Organization’s Goals
Complete the following statements: In one year, our department will be:
In three years, our department will be:
In five years, our department will be:
(continued) 37
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Other notes:
Motivating Employees to Achieve the Goals I was out driving one day, and by the road, I saw a large piece of plywood, cut in the shape of a thermometer and painted in bright colors. At the top it said, “HELP us Raise $100,000 for the Fire Department.” It had a mark for each level of donation received. There it was: the goal, the visual representation of the goal, and the measurement. Managers need to do the same. I am not saying have a plywood sign in the lobby (although it wouldn’t be bad!). Teams need a visual map of the goal and how they are performing against the goal. It is the manager’s responsibility to keep the team “in the loop” as to how the objectives for the year are going. If they can check it themselves visually, all the better. Nothing motivates a team more than everyone pulling toward a clear and tangible goal. I was recently in Wal-Mart and noticed 38
Motivating Employees to Achieve the Organization’s Goals
they had all the store performance goals and metrics posted on the wall in large letters. That’s tangible! Managers should constantly communicate to the team where they are, where they are going, and how far they have to go. Some managers assume that repeating the goals and objectives too often is detrimental, but the opposite is actually true. The team must be reminded constantly about the goals, because they will get distracted and lose site of them over a full-year period. This can be done using several methods: • • • • • • •
Staff meetings E-mails Voice mails Memos Newsletters Handwritten cards or notes Conference calls
Once the manager has painted a picture for the team, it is time to develop specific strategies behind the long-term plans. Those strategies should be shared with the entire team and then be broken down into specific action items or tasks. This should be done on a regular basis at department and team meetings. For example, at a team meeting, a manager says, “In the next three years, we want to increase sales 150 percent.” The group will say they understand, then they will want to know how. The manager can brainstorm with the team to develop strategies for getting the 150 percent increase. Then those strategies can be turned into actions-to-implement to meet the goals. The advantage of this approach is that there won’t be any employees in the lunchroom saying they don’t know what the plan is or the reason for the plan. The team—even in the absence of the manager—will move forward to the short-, 39
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mid-, and long-term goals that everyone understands. Then each time the team meets, the manager should give an update as to how they are doing based on the goals that have been set. This is the motivating fuel. The manager should then meet with each person and explain to them how the plan will benefit them professionally and personally. As strange as it sounds, this is a very important aspect because there are often employees who: • Don’t understand the plan. • Don’t like or support the plan, but wouldn’t say so at a
meeting. • Don’t understand how the plan applies to them. • Have certain negative thoughts or feelings about the plan. • Have questions they won’t ask in front of a group.
The opportunity to have one-on-one dialogue can give the manager a chance to answer all these questions. When the doubts and questions are answered, and the employee knows how the plan relates to them, the effect is like lighting a match under a bottle rocket—the employee is motivated to implement the plan. This approach takes a great deal of thought, planning, and strategizing on the manager’s part. Unfortunately, many managers don’t take the time and have results that reflect that. When they do take the time, the motivation level on the team’s part is obvious and tangible. Twice a year, it is a good idea for the manager to give a “state of the union” presentation. This presentation should be detailed and get into the specifics of the performance of the team versus the goals. This will help team members to get in the loop, and they will feel acknowledged and respected. 40
CHAPTER 4
The Importance of Enthusiasm for Motivation To establish and maintain an environment where employees can be motivated, it is essential to use enthusiasm as a tool. Companies with a noticeable feeling of enthusiasm are typically most successful in achieving a motivating environment. Og Mandino, author of several books said, “Every memorable act in the history of the world is a triumph of enthusiasm. Nothing great was ever achieved without it because it gives any challenge or any occupation, no matter how frightening or difficult, a new meaning. Without enthusiasm you are doomed to a life of mediocrity but with it you can accomplish miracles.” A positive impact on the business will result when the manager and the team are enthusiastic: • • • • •
Employees will be more productive. They will be more creative. They will be willing to work harder and stay longer. They will want to come to work. Other employees in the company will want to work in that department. • Absenteeism will decrease. So how does a manager ensure that the work place is one that would be described as enthusiastic? First, hire, keep, develop, and grow people who are enthusiastic. Second, be a model of enthusiasm yourself. 41
The Manager's Pocket Guide to Motivating Employees
Process of Building an Enthusiastic Team People want to be part of something special and exciting. At a picnic, I met a man and asked him what he did for a living. He shrugged and said, “I pick up change from vending machines.” I smiled and said, “Well, that sounds like an honest day’s work.” He responded by saying it was just a job. If that gentleman had worked at a company that had a positive, upbeat environment, a great enthusiastic leader, and other employees who were enthusiastic, then he would have had a different story to tell. Note that it is not the kind of work an employee is doing, it is the environment of the work that counts. This is the element that the manager can greatly influence. The first step in the process is to do an analysis of each employee in the department. This applies to all managers, whether they are taking over a new team or have an existing team. This is important because the people are the environment. If there are negative, unmotivated employees, then that is what the environment will be: negative and unmotivated. A department is not made up of desks and chairs and computers; it’s made up of people, and the savvy manager realizes that results come from people. I have worked in many organizations and have seen the incredible negative impact one person can have on a department. This should not be tolerated under any circumstances and action should be taken. The manager needs to fully evaluate each employee in the department or team to determine their level of enthusiasm and make some important decisions. This can be difficult because enthusiasm is not easy to define. The only way to define enthusiasm is in behaviors that the employee exhibits. 42
The Importance of Enthusiasm for Motivation
Enthusiasm Rating Sheet Fill out one sheet for each employee by rating the following statements on a 1-to-5 scale, with 5 being the MOST and 1 being the LEAST. Completed worksheets should be kept completely confidential. Employee Name The employee: is visibly enthusiastic most of the time.
1
2
3
4
5
speaks positively about his/her work.
1
2
3
4
5
speaks positively about the team.
1
2
3
4
5
seems excited based on body language and voice.
1
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3
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5
speaks positively about the company.
1
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3
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5
gets along well with the other team members.
1
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5
reacts positively under pressure.
1
2
3
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5
is responsive to suggestions and takes action.
1
2
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4
5
(continued)
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Enthusiasm Rating Sheet (continued) The employee: is consistent in terms of attendance.
1
2
3
4
5
seems to have a “good attitude.”
1
2
3
4
5
Total Overall Score (add total from each line)
+
+
+
+
=
Complete the worksheet below and on the next page to help sort through the thought process.
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Rating Interpretation 40–50 Points: The individual is very enthusiastic and is an asset to the team. 30–49 Points: This is a solid employee who can be positive most of the time. 20–29 Points: The level of enthusiasm might be a problem. 0–20 Points: Red alert! There are and will be problems. Once the analysis has been done for each employee, the manager must ask him- or herself several questions: 1. How does this employee score on enthusiasm? It is important for a manager to think through how enthusiastic an employee is on a daily basis. 2. If the score is low, does this have a negative impact on their ability to do the job? There are people who are very skilled at the technical aspects of their work, but lack the social and diplomatic skills in order to get along with other team members. The manager must determine in each circumstance the level of importance in weighing technical skills versus attitude issues. 3. If the score is low, how does this affect the rest of the team? If the employee has a low level of enthusiasm, is that having a negative impact on the rest of the team? Have problems occurred as a result? 4. If the score is low, how does this affect the company? If the employee has contact with the public as part of his/her job responsibilities, is that a situation that could negatively impact the company’s perception with the public at large? Could it result in complaints or problems with customer satisfaction?
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Once the questions have been answered and considered, then there are two actions that are possible regarding an employee who is ranked low on the enthusiasm ranking: (1) coach the employee on behaviors that are appropriate and/or (2) take steps to start the process of terminating that employee. As a word of caution, an employee can’t be let go without probable cause, and the issue of enthusiasm and attitude can be difficult to use as a reason for termination, because it could be construed as not being performance related. Make sure to get the Human Resources Department involved if you decide to sever employment ties with an employee for this reason.
Setting Expectations The positive or negative influence one employee can have on the entire team is greater than most managers realize. The manager must decide which employees will stay and which ones will go. Once the team is assembled of the remaining employees, it is time to set or reset expectations. The manager should have a meeting with the team and talk about the expectations for the “new” team from that day forward. It is essential that the expectations be clear and specific. It is also important to eliminate any ambiguity. For example, a manager could say, “I expect everyone to have a good attitude.” This is a poorly articulated expectation because everyone’s idea of a good attitude is different. The expectation should be put into behavioral terms that can be measured and be documented in writing. The team will then understand exactly what is expected. Expectations need to be reinforced by ongoing coaching. If an employee is exhibiting positive behaviors, then that behavior needs to be reinforced. A manager might say, “Cindy, I know that you were under tons of pressure on the Acme account, but you did a nice job of staying calm, cool, and collected— 47
The Manager's Pocket Guide to Motivating Employees
good work!” The positive reinforcement will motivate the employee to want to continue the behavior because it was noticed. If negative behaviors are noticed, then the manager needs to inform the employee that the behavior is not acceptable and coach them for improvement. I once worked in an organization where there was an employee on the team who was rude, vicious, and just plain mean. “Rita” (not her real name) was rude to employees, customers, and management. She had been there for three years and was tolerated by everyone. The main topic at lunch was almost always Rita and why management allowed her behavior to go on for years. This had a very bad impact on employee motivation and morale. An organization must not allow one person who a manager doesn’t have the guts to fire to be a disruption to creating a motivating environment. Once the team has been culled of negative-thinking people who lack enthusiasm, then it is essential for managers to master the next phase: modeling enthusiasm.
Modeling Enthusiasm A lack of enthusiasm in the world today makes meeting someone who is enthusiastic a pleasant surprise. As managers, we must role model the enthusiasm that we want our team to project. American clergyman and writer Norman Vincent Peale once said, “Your enthusiasm will be infectiously stimulating and attractive to others. They will love you for it. They will go with you and for you.” Managers set the tone at all times in the organization. 48
The Importance of Enthusiasm for Motivation
Ten Tips for Modeling Enthusiasm 1. Be enthusiastic. Maintain a level of enthusiasm that is contagious. This has to be an authentic enthusiasm; most people can tell when you are being insincere. 2. Be honest. Be honest at all times. Preach it, talk about it, coach it, do it! This is where it gets tough—sometimes it is not easy to be honest. It is difficult to tell someone, for example, that the project they worked on is not acceptable, after they put a great deal of effort into the project. You must, however, be willing to be honest, because that is what you want your team to do. You want them to come to you when they have made a mistake, are confused, or don’t agree. At some companies I have worked with, I have seen employees agree in public, but disagree privately with their team members. This happens because they don’t feel comfortable being honest. They found that honesty didn’t get them anywhere and, in fact, was a punishable offense. That can have a huge impact on employee motivation. 3. Work hard. When Michael Eisner took over Disney many years ago, he decided that Disney was in a crisis mode. He came in early and left the office very, very late. He parked his car right up front where every employee could see it. As employees came in every day, they saw that Eisner’s car was already in its spot. As a result, employees started coming in earlier. This is a great illustration of modeling the behavior. If you come in late and leave early, that is what the team will do. As Cardinal J. Gibbons said, “There are no office hours for leaders.” 4. Be ethical. As a manager, it is critical to be ethical at all times. There are courses that mention the term situational ethics. I am very much against that thought. Are people 49
The Manager's Pocket Guide to Motivating Employees
ethical only in certain situations? Managers must model the highest level of ethics at all times, particularly in today’s time of corporate scandal. 5. Be respectful. Every employee should be treated with respect at all times. The pride and feeling of motivation this builds is phenomenal. I had an employee once who did a fine job on a project, and when I gave her a compliment, she turned about five shades of red. I asked her what was wrong, and she proceeded to tell me that she had never been given a compliment at work. In 15 years in the work place, not one supervisor had given her a compliment. Respect includes not yelling, demeaning, or criticizing employees in public. I have known and heard of executives who treat employees like they are invisible. Respect pays huge dividends and builds loyalty, especially if employees have never been treated respectfully. Lastly, it is just the right thing to do. 6. Have fun. If you want the team to have fun at work, you have to have fun. Use good-natured humor and tell funny stories. Be willing to laugh at yourself. As a caution: The humor should never obviously be at someone else’s expense and should not be offensive. A good rule of thumb is that if you would say it in front of your grandmother, it is probably safe humor. 7. Be willing to be wrong. Sometimes managers get a little too egocentric and too arrogant. Sincere humility is a valuable quality that employees will admire and respect. When you are wrong, just simply say “I was wrong. I was thinking at the time that (fill in the reason why), but now I realize I made an error. Let’s move forward and talk about what we can do to fix this.” I have seen managers who absolutely refuse to ever admit they were wrong
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under any circumstances, even when it was blatantly obvious. 8. Stay calm. In the middle of havoc, you must always stay calm. You must be the calm captain of the ship who stays focused in times of crisis. During the horrible time of September 11th, Rudy Giuliani, mayor of New York City, stayed calm in the middle of all heck breaking loose. The result of his actions was that New Yorkers were calmer. As a manager, if you want your team members to stay calm, cool, and collected, then you need to model that behavior. They will be watching your every move, especially during those times. If you want to be upset and “vent,” wait until you leave the office and call a friend to tell them about it. 9. Communicate frequently. Most managers think they are communicating frequently, but the reality is most employees feel that managers don’t communicate enough and they feel under-informed. The result? Employees feel “out of the loop.” If you want employees to communicate frequently, do so yourself, both formally and informally. 10. Support the company. Managers should always support the company. As officers of the company, that is what they are paid to do. A manager in very real terms is the company. Managers must support company procedures and policies, even when they disagree with them personally. Why? Because not supporting company policy sends mixed messages, which is very confusing to employees. Under no circumstance should a manager express any negative comments about the company to employees such as the following: I am telling you to do this, but I disagree with it. Or I work for the company and I support the company, but don’t agree with its policies. Making negative comments about other departments is ill 51
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advised, as well. I have heard managers say, “Well you know how those knuckleheads are in Marketing.” This sends a message to the entire team that it is okay to criticize and talk negatively about other departments. After all, those departments are part of the company. Savvy managers should set a “no whining policy.” Employees are not allowed to whine or complain, but they are allowed to point out issues and solutions. This sets an entirely different tone. Model the behaviors that the team is expected to emulate.
Team Meetings One other method for building and maintaining enthusiasm is having regular team meetings. The word meeting in corporate America seems to be a word that almost always has a negative connotation. Why? Meetings are typically not properly organized and managed by the manager. Meetings that are properly organized, well planned, and efficient are appreciated by employees and can help reinforce a motivating environment. Assuming that you already know how to organize and run a team meeting, there is no point in covering those details. The question is a much bigger one: How can you jazz up meetings to make them more exciting and more motivating?
15 Tips for Making Meetings More Exciting and Motivating 1. Provide food. It is a good idea to have meetings around breakfast or lunch.. Food helps people bond and feel more connected. If it is not breakfast or lunch, snacks can still be provided. Food is a form of appreciation. I once worked for a company that was so cheap, they would have a team meeting at lunch from 12:00 to 1:00, but 52
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everyone would have to bring their own food. The employees were giving up their lunch hour, and they had to bring their own food. This had a very negative impact. There were ten people at the meeting; sixty dollars worth of pizzas and drinks once a month could have made a positive impact. So build some enthusiasm by having good food for meetings. Here is another important point: Explain why you are providing food. The manager might say, “Well everyone, we have all been working real hard and we are right now ahead of our goal for the year. This lunch is a special token of my appreciation for your hard work.” 2. Play music. Have high-energy music playing when participants enter the meeting room. Now some people would say, “Well that is silly.” But remember the goal is to make the meeting more exciting and motivating, and music can play a big part in that. When you go to a Broadway show or any venue where there is entertainment, they have music and it is there for a reason: to build excitement and anticipation! 3. Show videos. Use videos on occasion to open or close a meeting. They can be on various inspirational and motivating topics. This is a way to get people thinking about motivation and a positive attitude on a regular basis, which can have an amazing impact on the team. A video that is well produced can really have an impact on the team. 4. Conduct training. Have a fun, interactive training session during each meeting. It can be on communication, product knowledge, operational knowledge, motivating, etc. There are many great training programs on the market, which can be purchased with a video, learners’ guide, and facilitator’s guide. The other option is to take advan53
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tage of the corporate Training Department if your company has one. In addition, you can assign team members to do training on their various areas of expertise. 5. Play games. There are all sorts of games on the market designed for training that can be used during team meetings. They can help a team learn more about each other, learn how to communicate better, and many other topics. They can be found in the various books that are published that have games for training. If people feel better about the team they work with, it can be very motivating. 6. Bring in a guest. Have a guest speaker at your meeting who is an executive in the company. To give it an extra “kick,” make it a surprise. Have the guest talk about the company as a whole and the contributions that your team is making to the efforts of the company. You can also have a vendor, supplier, or large account come in and speak to the group. This can be a way of bringing some energy and impact to a meeting. 7. Change the location. Have the meeting off site at a fun location and have a group activity afterward. I once worked for a manager who had a meeting off site: We had lunch and then went bowling that afternoon as a team-building activity. Everyone felt appreciated and had fun. Talk about motivating! 8. Give fun awards. On occasion, give out fun awards to team members for small accomplishments. This might be for achieving smaller goals or going above and beyond the call of duty that month. The awards can be movie tickets, gift certificates, or a simple paper certificate. The idea is just to recognize a team member’s achievement publicly in front of their peers.
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9. Conduct a brainstorming session. It is very motivating to employees when you ask for their ideas, and asking the group to brainstorm is just that. Brainstorming can be fun and stimulating, and great ideas can come from the process. 10. Have a theme. At certain times, such as holidays or seasons, it is fun to use a theme for a meeting and have that theme woven into the agenda, topics, etc. 11. Read a book. Have all team members read a book or an article and have a facilitated discussion around the topic. The manager should pick a topic that is particularly relevant to the current situations going on in the department or team. 12. Use a prop. As part of the meeting, give each person a handout item such as a rock, a box of sparklers, or any other item. Then have a discussion as to why you gave each one of them that item. Let’s say the manager has set a sales goal of increasing sales 150 percent. The manager can say, “I want you to rock our sales goal and I want everyone to leave this rock on their desk to remind them of the goal.” This technique can be used with any item. It’s different and it gets them thinking. 13. Delegate a segment of the meeting. Have a team member work on research about a particular topic and have them present it to their team at a staff meeting. It could be a topic about the industry, competitors, or any topic that is relevant to the group. By tapping into people’s expertise, they will be flattered and motivated. 14. Have a contest. Break the group into smaller teams and have a contest in between the meetings. The rules should be outlined and in writing. The prizes can be small. The
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team will be excited and fired up about winning the competition. 15. Highlight a team member. Have a team member give a presentation about themselves and what they do. They will be flattered that they were asked and will be motivated that other people know the contribution they make to the team. There are many ways to make meetings more fun and motivating, and the 15 above are just a few. The payoff is that a manager can make a meeting interesting and motivating instead of mundane. The environment doesn’t just exist in the work place. It is created by the manager—or just allowed to happen by accident. As Ken Gilbert once said, “The mechanics of industry is easy. The real engine is people—their motivation and direction.”
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CHAPTER 5
Performance Development as a Motivating Tool I was talking to an employee of a company, which shall remain nameless, about her developmental needs. She said she wanted to go to a specific one-day seminar. I asked her if she was going, and she rolled her eyes and said, “They won’t pay for me to get better.” I was shocked and I said that it was job related, and she said it would have to be on her “own time and own dime.” Needless to say, her level of motivation was very low. As a manager, a commitment to continuous learning for your team will help create an environment where employees will feel valued and motivated.
Setting the Stage Up Front for Growth Set the stage up front for growth for both existing and new employees. One of the best leaders I ever worked for had a saying and it was “growth is not optional.” This sent a very clear message of expectations for the entire team. Each team member has to understand that the expectation each year is to grow. The manager has to back up that philosophy with money, time, and energy in order to constantly reinforce the message. It is also up to the manager to define what growth is in terms of expectations, which will be covered later in this chapter.
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When interviewing candidates for positions in the department, the manager needs to first determine how they feel about learning by asking questions: (1) What have they learned in the past? (2) What are they currently learning? (3) What would they like to learn in the future? (4) How do they feel about learning in general? Careful attention should be given to the candidate’s responses to the questions. Are they enthusiastic about learning? Do they want to develop? Do they ask additional questions? In addition, the manager should explain the expectations around development. The list could be similar to the one below: • Each year, you and each member of the team are expected
to grow. • This is not an optional activity. • The development has been budgeted and it is a priority. • Each team member will have an individual development
plan. • The plan will be developed by the team member and their
manager. • There will be periodic developmental meetings. • Every employee will have a review every six months.
The manager should then try to get a handle on how the employee feels about the expectations. How do they feel about the expectations? How do they feel about developing every year? How do they feel about an individual development plan? What do they think of having a review every six months? If the response to the questions is less than enthusiastic or is lukewarm, then the manager needs to find out more about the employee. During orientation, the manager should make sure that a new employee is reminded about the expectation and the commitment to learning. Keep in mind that learning doesn’t 56
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necessarily have to be in a class. There are many different learning methodologies and a list of them is provided in this chapter. It is interesting to note what noted business guru and author Peter F. Drucker had to say about development of employees: “Leadership is not magnetic personality—that can just as well be a glib tongue. It is not making friends and influencing people—that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”
The Growth and Development Meeting For all employees on the team, the growth and development meeting should be the cornerstone of commitment to their development. The meeting is a minimum of one hour every year in order to discuss the employee’s areas of strengths and areas for improvement. This is not to be confused with the annual review. The annual review is a meeting with a report stating how the employee performed; the growth and development meeting is a dialogue where four areas are discussed at length: (1) strengths from the employee’s and the manager’s views, (2) areas to improve from the employee’s and the manager’s view, (3) career goals short, mid, and long term, (4) how they can get there using the tool called the growth and development plan created by the employee and manager. There are several advantages to holding such a discussion: • It is very motivating because the employee gets to talk
about their favorite subject—themself! • If the manager handles it well, it can result in very
meaningful dialogue. 57
The Manager's Pocket Guide to Motivating Employees • It encourages the employee to step back and think about
his/her career. • It builds a track for the manager and the employee to run
on for the year. The manager and the employee will each need to prepare for the meeting. The manager should ask the employee to do a self-assessment that will help the employee and the manager structure the discussion and focus on the employee’s future
Growth and Development Meeting Self-Assessment Preparation Form contributions to the company. A sample self-assessment form is below and on the next few pages. Name________________________ Date ______________ Department _____________________________
Strengths What do you consider your top five skills? 1. 2. 3. 4. 5. What are your top five personal attributes (e.g., enthusiasm)? 1. 2. 3. 58
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4. 5.
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How would you describe your overall attitude toward the job and company right now? Why?
Areas for Improvement What are three areas you would like to work on improving? Why? 1. 2. 3. What are your career goals? 1. The position I aspire to next is _________________. 2. The work I want to do is ______________________. Short-term career goals (the next one to two years):
Mid-term career goals (the next two to three years):
(continued) 60
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Long-term career goals (the next three to five years):
Individual Growth/Development Plan: What do you need to know to reach the short-term goal?
How can you gain this knowledge?
What skills need to be developed?
How can the skills be developed?
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Action Plan:
The growth and development meeting is the most important meeting of the year relating to employee development. The manager should give the meeting his/her full and undivided attention. That means the meeting should be private and uninterrupted, and the manager should not be multi-tasking out of respect for the employee. If the work environment makes that impossible, then the manager should set up the meeting off site. If the meeting is a commitment to the employee’s development, then the logistics should indicate the importance of the commitment. The manager should set the stage for the meeting by properly positioning it for the employee and helping him/her to understand the purpose of the meeting. Here is an example: “Well, Jim, I am glad we could meet today and this is the most important meeting we will have because it is about your development. The purpose of today’s meeting is to
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Performance Development as a Motivating Tool talk about your strengths, areas for improvement, and then your short-, mid-, and long-term goals. Then we will discuss what we can do to help get you there. I want to make sure that we have plenty of open and honest dialogue, so please feel free to tell me your thoughts.”
The manager will then go through all the elements of the meeting: • Discuss the employee’s strengths. Ask the employee to
review their strengths first. This sets the stage psychologically, because the information is coming from the employee first. It also gives the manager a chance to get the employee’s views on strengths first. The manager should then review what they think the strengths are for that employee. The idea is to have a valuable dialogue and to provide plenty of specific examples. Once both parties reach mutual agreement, the next topic can be covered. • Discuss areas for improvement. The discussion then turns to
areas for improvement. Just as on the strengths section, the manager should have the employee review his/her areas for improvement. This should be a constructive discussion, and the manager should avoid being critical. The tone set will allow for increased understanding and dialogue. • Review career goals. The employee should next review
his/her career goals. In the ideal world, the employee will always know what he/she wants. However, there are many employees who don’t know what they want. In that case, the manager should try to have dialogue to get the employee to start to think about what they want. The manager should not under any circumstances try to steer the employee toward any conclusion. Let’s say a manager thinks that an employee would be great for management. In the opening discussion of the career goals section, the 63
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Checklist of Development Resources and Opportunities Review the list and indicate with a check mark possible options. Internal Training Department
Work in other departments
Human Resources Department
Design/Teach training class on topic
External training company
Meet with company executive
Off-site seminar
Identify company subjectmatter expert
E-learning course
Vendor and suppliers Training Department
Reading a book and discussion
Community college class
Internal mentor
University course
Internal coach
Joining organization (e.g., Toastmasters)
External coach
Community service activity
Assessment tools
Becoming a mentor
Working at another location
Internet resources
Job shadowing
Brainstorming with group
Research articles on the Internet
Coaching from manager
Special project assignment Webinars 64
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Checklist of Development Resources and Opportunities (continued) Case study
Conference calls
Team project assignment Magazines and journals Other internal resources
Training videos
New job function
Training audio/CDs
Coaching from a vendor
DVDs
Write a report
Industry trade organizations
employee indicates an intense desire not to be in management. It would be counterproductive then for a manager to try to influence that employee in that direction. Next the manager will get the employee to talk about mid- and long-term goals. The key in this area is for the manager to really listen and take notes. This indicates to the employee that what they say is important. Managers must always back up what they say by what they do, otherwise there is a mixed message. It is then time to move to the all-important individual growth and development plan. • Create an individual growth and development plan
(IGDP). This is the most important part of the meeting, because this is when the specific action is determined and decided upon between the manager and the employee. The manager should ask the employee their specific ideas first as to what they can do to develop their knowledge and skills. Managers get better buy-in from the employee when they are involved in developing the plan. The plan should be specific and measurable, and have a timeline in mind. 65
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The manager will then follow up later to discuss progress. At times, the IGDP can be too complex to develop at the meeting, and a subsequent meeting might be required. There are times when managers know what the employees need, but are at a loss for resources. It is a good idea for managers to talk to the training function in their company and the Human Resources Department, as well. There is also a tendency for managers to think of only formal training for someone to gain a skill. Many approaches are available that might not be the standard classroom training. A checklist of possible resources is provided on the next page in order for the manager and employees to refer to for ideas. Development doesn’t have to be expensive; there are many low- or no-cost methods on the checklist.
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People we meet often talk about “dead end jobs.” The distinct advantage of doing a growth and development meeting and an individual growth and development plan with each team member is that they are then taken out of the dead end job mindset because they can grow and have a possibility for advancement. The fact that the manager took the time and energy to meet with him/her is motivating, and the meeting gives him/her an idea that there is a future to work toward.
Following Up Once the course has been set, it is absolutely essential for the manager to schedule update meetings to follow up on the progress. As the saying goes, they only respect what you inspect. If the manager is truly committed to the employee’s growth and development, then there has to be consistent follow up. The manager also needs to hold the employee accountable for the development. I have worked for managers who have said they were “too busy” and “couldn’t make the time.” If the manager can’t make the time to develop employees, then they are creating a difficult situation for themselves in the future. The employees will not be loyal, motivated, or productive, and ultimately that will reflect on the manager. If the manager can’t make a commitment, then they shouldn’t expect the employee to make the commitment. The frequency of the follow-up meetings is at the discretion of the manager. It is dependent on the preferences of the employee, the personality of the employee, and what works. Some employees have a need to meet more frequently and some less. The manager must determine what works with each employee. The main point is that the meetings need to 67
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happen, they need to be scheduled, and they need to be formal. A casual chance meeting and discussion in the lunchroom is not a follow-up meeting. At the meetings, the manager should find out three key pieces of information: 1. What is being done? 2. What have they learned? 3. What can you do to help? If progress is being made, then the manager should compliment their progress. If progress isn’t being made, then there needs to be some discussion as to why it isn’t happening. There are several reasons why this happens: • • • • • • • • • •
The employee hasn’t made the commitment to their plan. The employee doesn’t believe it will work. The employee hasn’t made it a priority. The employee hasn’t made it part of his/her schedule. The employee doesn’t understand what to do. Lack of self-esteem/confidence Poor time management Lack of commitment from the manager History of managers who did not help him/her Low level of trust
If progress isn’t being made, the manager needs to resolve it and get the employee back on track through coaching and encouragement.
The Annual Review The annual review is the second most important tool for employee motivation. The idea of an annual review has out68
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lived its usefulness. A year is too long, and in today’s fastpaced world, an eternity. It is more effective to have a quick review each quarter, a six-month review, and a final year-end review. This gives the manager and employee more time for dialogue and course correction. I once had an annual review, and when the manager brought up something I had done, I couldn’t even remember having done it! The annual review should follow the same guidelines as the growth and development meeting. The key aspect of the annual review is it should be a formality summarizing what an employee and the manager already know. There should never be any surprises during an annual review. Every item on the review— both positive and negative—should have already been discussed during the year. The review should be accompanied by information about the employee’s annual increase, which can be tremendously motivating. The manager should very carefully plan the wording of the increase in order to maximize the impact of the raise. Here is an example: Let’s say an employee gets a 5 percent increase. Manager #1 says, “You have a 5 percent raise this year.” How motivating is that statement? Manager #2 says, “You know, Jill, you did a great job this year and you know the economy right now is tight. Most companies are giving increases in the 1 to 2 percent range. I hope you will be pleased with your increase, which is an outstanding 5 percent.” See the difference? The challenge that many managers have is when the company they work for is giving out low raises to all employees. This is when the art of management comes into play. When raises are low, communicate clearly and honestly—don’t sugar coat it. Make sure they know that everyone had low 69
raises. Ironically, there have been many, many studies that have shown that raises don’t motivate people, that conditions motivate people. The raise can get them excited, but the excitement wears off quickly. The manager should also make sure that the team is involved in development opportunities as a team. This can be done in many ways: • Team meetings. Training can be done at a team or staff
meeting by an internal or external resource. • Seminars. Take the entire team to a one-day seminar. • Conferences. Take the team to an industry conference. • Book group. Get a book for everyone to read and meet to
discuss it. • Field trips. Have the team visit something that is applica-
ble to your business. Employee motivation can be greatly shaped by a commitment to development. The ways in which a manager can develop their team is limited only by their imagination. Finally, there are many creative approaches to development that don’t have to cost a lot of money. The key point is that the managers make a commitment to the employees’ development, which is paramount for establishing an environment that is motivating.
CHAPTER 6
Coaching to Motivate Coaching is the backbone of creating a motivating environment. Legendary NFL coach Vince Lombardi once said this about coaching: “Coaches who can outline plays on a black board are a dime a dozen. The ones who win get inside their player and motivate.” Lombardi was talking about football, but the lesson applies to the business world as well. A manager can certainly lay out policies and procedures and manage projects and budgets. However, the objective of coaching is to get inside the employees’ minds and get them to feel that they can do anything. Managers who can do that see amazing results.
Merriam Webster’s Collegiate Dictionary defines coaching as to train intensively (as by instruction and demonstration). I think that is a clear, yet incomplete definition. I would define coaching as a process used by a manager in order to train, teach, and advise in order to reinforce positive behavior and modify unproductive behavior. One of the ways to establish an environment where employees can be motivated is to show that you care about them personally and professionally. Coaching, simply put, shows that you care. Coaching is a tool for development, not for disciplinary action. Reprimanding an employee is not coaching, it is counseling and is a step toward serious future disciplinary action. It is important that a manager understand the distinction 71
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between the coaching and counseling and keep them separate and distinct.
Why Is Coaching Important? As Johann Wolfgang Von Goethe once said, “Instruction does much, but encouragement does everything.” Coaching is a form of encouragement. Coaching is important for several reasons: • New generations in the work place. Generations X and Y
are members of today’s work place. These generations are not going to stay with the company to retire and collect a gold watch. The basic mind-set of Generations X and Y is that they will stay at a company as long as they are growing and learning—as long as they are being coached. Once the opportunity for growth and learning ceases to exist, they have maximized the experience and will take their expertise onto the next job. But if the manager is coaching often and well, then the employees won’t leave as quickly because they feel there is more to learn. They will also be more motivated. • There is constant change. The business world is in a rapid
state of change, and we must change with it. As Nelson Jackson said, “I do not believe you can do today’s job with yesterday’s methods and be in business tomorrow.” The advantage of coaching is the ability to coach people through change on a one-to-one basis in an immediate fashion. Because the world of business is changing constantly, the employees have to grow every year. The skill and abilities that an employee has this year will not be enough to be successful next year. To use a computer anal-
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ogy, each year an employee has to be a new version of him/herself (i.e., version 2.0, 2.2, etc.). • An increase in productivity. A coached employee is typi-
cally more productive because they are getting coaching on a regular basis. If the manager’s responsibility is to get results for the business, then coaching is critical. Anyone who thinks that is not the case should imagine a professional football team without a coach. A new coach can have a tremendous impact on a previously poor-performing team. An employee who is coached will feel more appreciated and will be more productive. • To set succession plans. Smart managers develop employ-
ees for the next level of promotion before they are needed. Succession planning is an excellent idea; however, a missing piece in many succession plans is the manager’s ability to coach the employees to the next level. The manager should always be working on developing the employees on the team so that if the need arises, there is someone ready to fill that position. That is the role that coaching can play. As a manager, it is assumed that you already know how to coach. The critical issue is being a more motivating coach. Some of us have been privileged to work for managers who are talented motivators. To be a more motivating coach, apply the following eight key concepts: 1. Coaching to their needs. The magic of tapping into the power of motivating coaching is first and foremost to remember it is about the employees. When a manager has a mind-set that is employee centric, the employee can tell. In my career, I have often been shocked at employees’ reactions when they realized that I actually cared about them 73
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both professionally and personally. This made a huge difference in their level of motivation and in the relationship. Motivating coaching is not only about the head, it is about the heart. The goal is to talk about employees’ thoughts and feelings and about the most important topic in the world— their careers. I have had managers who didn’t care about me personally or professionally, and it was very clear in their approach to coaching, which was impersonal, cold, and infrequent. I could tell that they didn’t care, and at some point, it started to impact my level of motivation. To coach to the employee’s needs, the manager must find out and fully understand what the employee wants for their career in the short, mid, and long term. (This was discussed as part of the growth and development meeting mentioned in the last chapter.) Your goal as a manager is to do everything in your power to help them get there. If they see the effort you are putting into their development, they will be more motivated. 2. Coaching with honesty. The worst coach in the world is the coach who is dishonest with their employees. I have worked with managers who would misrepresent the truth to their team members for one of several reasons: (1) They wanted to avoid conflict, (2) they didn’t want to address the real issue at hand for a multitude of reasons, or (3) they were concerned about how the employee would react. It is the manager’s obligation to be honest with employees because no growth happens without honesty and that leads to poor motivation. I don’t think there is an employee in the world who wants to be misled. This is a concept that Jack Welch of GE calls “false kindness.” He says that managers who are reluctant to tell an employee that they are underperforming are doing the employee a disservice in the long term. Managers have to be honest and that takes some guts, but it is easier when they know it is the right thing to do. The man74
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ager should explain to the employee up front that part of the agreement of coaching will be that both parties will be honest. This creates a setting for trust and motivation. The manager should also explain why the honesty is so important for their growth and make sure that they understand that sometimes it will not be easy, but the intent is for them to grow. 3. Explain the reason for the coaching. The manager should explain to each employee the reasons behind the coaching, which should be explained and set up when they are hired. Coaching is part of the responsibility of each team member, and they are going to get coaching on a regular basis. The coaching will be done for several reasons: (1) so that they can continue to grow, (2) so that there can be a continuous dialogue between them and their manager, (3) so that issues can be addressed sooner before they become problems, and (4) so that they feel appreciated and acknowledged. When the reasons for the coaching are explained up front, then employees know why the coaching is happening. The manager can then lead off a coaching discussion with “I know that you and I have talked about the concept that you will get continuous coaching, and if you recall, the goal is to help you improve and grow. I want to talk to you about what happened in the meeting today. . . . ” This provides the employee with a motive behind why the coaching is happening. It is not because the manager is being mean or spiteful or picking on them—they are coaching them because they care about their future. That can be a very motivating message. I once had a coaching discussion with an employee that lasted from 5:00 until 7:00 in the evening. When we left the office that night, the employee was upset. They came back the next day and said, “I thought about it last night and it is very clear to me that you brought this up for one reason and one reason only—because you care.” 75
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4. Set the right coaching environment. It is very important in motivating coaching to set the stage properly. This includes the physical space, lack of distractions, privacy, and verbal and nonverbal signals. Simply put, motivating coaching is about making a connection. The key to making a connection is to make sure that the environment is set up correctly. The first aspect is the physical space. The physical space should be free of distractions, comfortable, and suited for coaching. As opposed to talking with a desk between the two parties, you should be sitting side by side. This makes for a more comfortable and less adversarial seating arrangement. The coaching can also be done off site, but care must be taken to ensure that the location affords some privacy and isn’t too loud. The manager should set aside time when there will be uninterrupted time for coaching. The coaching should be private and formal: Speaking to someone in the hallway for two minutes is not coaching. All computers, cell phones, Blackberries, and other communication devices should be off. It is very disrespectful to allow interruptions during coaching, and answering e-mail and the phone is absolutely off limits for one reason: You can’t make a connection if you are multitasking! The manager should focus all their efforts and attention on the employee. Eye contact, body language, and listening skills all play into setting the right tone. Most employees have never really been listened to and instead have been given lip service throughout their careers. The fact that a manager finally pays attention is motivating. A great way for the manager to set up the session is to say, “I have set aside some time for us to talk today. I have asked my calls to be held, and I just want to talk for the next 30 minutes about ____. How does that sound? Good. I will promise you my undivided attention and I will not be interrupted unless it is an emergency.” Setting the right 76
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environment will lead to great dialogue and more motivated employees. 5. Make it fair and balanced. All managers in an organization should be required to take coaching training. Unskilled managers who are coaching are a dangerous liability to their companies. I say that because I have known managers who weren’t fair or balanced in the way they coached. Their coaching was more of a diatribe than a dialogue—a tongue lashing instead of a talk. All of us want to be respected and, at the very least, be treated fairly. We would actually prefer special treatment, but we are satisfied with being treated fairly. The key in motivating coaching is being fair. Fairness consists of two components: (1) a balance of positive and constructive criticism and (2) a chance to be heard and treated with respect. The manager as a coach should always talk about what went well and then what should be improved. There is a very important reason to take this approach: It makes the coaching more effective because employees are more likely to accept the criticism if it also comes with some compliments. It is a principle of psychology that works well. If our manager is “beating up on us” all the time, then at some point we will just shut down and stop listening. However, if our manager talks about what we do well and areas for improvement, then we are more likely to accept it. For coaching to be fair, it also has to be about the performance and not about the person. If a manager is coaching and says, “I think you did a poor job on the Jones project,” then the person will feel like they are being attacked. If the manager says, “I was disappointed with the results on the Jones project,” then it is about performance, not the person. This will at least lead the employee to think the constructive criticism is fair. The key point in all of this is to keep in mind the true objective of coaching: to motivate employees 77
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and to help them grow and develop. If the coaching doesn’t achieve both of these goals, then it has failed. 6. Coaching should be free of emotion. During coaching sessions, managers need to maintain a professional and calm demeanor at all times. The manager must display leadership in a calm manner. A manager should never yell, curse, or “lose it.” There are multiple reasons for this that are obvious. If a manager gets upset or emotional, it can short circuit their ability to think. The loss of control, however, has an even more damaging effect on the employee: If the manager gets upset, then the employee gets upset as well. Coaching when upset will not work for the manager or the employee. If the manager is calm and professional, then the impact can be quite different—it can have a calming effect on an employee who is upset. In addition, it shows respect for the employee, and that is motivating. It is okay to be concerned, puzzled, confused, shocked, or disappointed, but never angry or mad. 7. Coaching should be positioned. Managers should be mentally prepared for coaching by reviewing needed information and thinking through how to position the coaching. The art of motivating coaching is to properly position the issue in a way that leads the employee to want to be motivated to resolve the issue. It has been said that “a diplomat can tell a man to go to hell and make him look forward to the trip.” The same applies with coaching; a manager can tell an employee anything as long as it is positioned properly. The way to position any constructive coaching is to again put it back to the employee’s growth. You are bringing up this issue because you care about them, want them to succeed, and want them to do well—otherwise you wouldn’t be bringing it up. You are doing them a favor. I once coached an employee on a problem in the way her work was being per78
Coaching to Motivate
ceived by others. It was very tricky because I knew she was doing the work, she just was being perceived by others as a slacker. I called her in and told her that there was a problem and I wanted to discuss it. She was very upset and was being very defensive and angry that people would accuse her of not working hard. I told her that I believed she worked hard, but this was about perception, which is as important in the corporate world as reality. She was still upset and resistant to the discussion. I then said, “Look, I am only bringing this up because I care about you, and I think you should be aware of the perception so that we can change it. I want you to do well.” That statement changed the complexion of the conversation. We then talked about how to go about changing the perception. 8. Coaching should be about dialogue. The key to effective motivating coaching is the dialogue between the coach/manager and the employee. Too often I have observed coaching sessions in which the manager talked on and on, and the employee couldn’t get a word in edgewise. The goal of effective coaching is to get the employee to talk about their performance, their perception of the performance, and how they feel about their progress. Managers should be equipped with lots of open-ended opinion-finding questions in order to have healthy dialogue. One of the most effective techniques for getting feedback and creating dialogue is to ask the employee about how they think they did in terms of performance. The manager might say to the employee, “Jim, I want to talk about the Jones project. How did it go overall and what do you think went well? Secondly, what do you think could be improved?” This leads to the employee talking about how they thought it went and gives the manager a chance to ask other questions. This impacts the coaching in two ways: (1) The dialogue begins to flow and the 79
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employee feels that their opinion is important enough to discuss and (2) the manager might learn details and information that they were not aware of at the time. The worst mistake a manager can make is not listening to the employee when they are talking about their opinions. As managers, we can be arrogant—”Why listen, because we already know the answer!” Manager arrogance can have a very negative impact on an employee. Managers need to listen carefully and not assume that they have all the answers. The mark of a manager is to manage materials and processes. The mark of a true leader is to coach and motivate people. The only asset a company has is its people. The trucks and factories and stores might seem like assets, but without the right people to run them, they have no value. As basketball coach Rick Pitino once said, “The only way to get people to like working hard is to motivate them. Today, people must understand why they are working hard. Every individual in an organization is motivated by something different.”
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CHAPTER 7
What Really Motivates People? There is no question that what motivates each person is different. Some people are motivated by wealth and status. Some people are motivated by recognition. Some people are motivated by helping others and knowing that they are making a difference. Some people get fired up if they can earn the right to be left alone. I once worked in an organization that had an employee who had been there for 19 years. I was talking to her about her goals professionally and she said, “My goal is to come in to work and get my work done 100 percent and to be left alone.” At first I thought she was joking, but she was quite serious.
What Gets Your People Excited? Some managers don’t understand that everyone’s motivations are different. It’s the equivalent of buying one key and expecting it to unlock any lock. The idea of course is that each lock is different and takes a different key. The same is true with people: The motivating approach must be different for each person. When managers meet with employees to discuss their goals and growth, they should ask many questions to try to uncover their real needs. It is only by meeting these needs that a motivating environment can be created. Here are some questions that managers should ask employees in order to uncover their needs: • What are your career goals for the future? In one year? In
five years? • What kind of work really “spins your wheels”?
81
The Manager's Pocket Guide to Motivating Employees • • • • • • • •
What kind of work do you love doing? What kind of work do you dislike? How can I help you? As your manager, what would you prefer in the relationship between us? What is important to you? Why? What do you consider a reward? What do you want? What was your favorite job? Why?
These questions help uncover the needs of the employee and what motivates them. It is important for the manager not to steer the answers. Listening and taking notes is a great way to approach the meeting. Managers should make the meeting about the employee. Finding out what motivates employees can also be learned through observation. Managers can observe how employees respond to various assignments and projects. Over time, the manager can learn what they like and dislike. It is obviously not always possible for managers to give someone work that they enjoy; however, whenever possible, managers should try to assign work that an employee is excited about accomplishing. The result is tremendous—an employee who is excited about their work. One time when I was in a drugstore, I was chatting with the cashier as I went through the line. I asked her how she was doing. She frowned and said, “Okay.” I responded, “Not great, not fantastic?” She looked up and said, “Hey mister, I work in a drugstore.” I would argue that the manager is at fault in this case. If the manager had sat down and found out what that cashier wanted, then maybe the cashier would be more motivated because she knew where she was headed. Maybe that cashier wants to be a manager and has never 82
What Really Motivates People?
talked to her manager because she has never had time. The manager probably assumes that being a cashier is all she wants. It is the obligation of the manager to develop all employees to their full potential.
Distribution of Work One of the tools a manager can use to create a motivating environment for employees is the strategic distribution of work. Most managers give out work assignments and projects as they come in to whomever is available or whomever has the least amount of work. This is a counterproductive approach and is not as effective as strategically assigning the workload. Managers should consider the following factors when deciding to whom the work should be assigned: • Who would be best suited for the work? • Who has indicated an interest in this type of work? • Who would be the most excited about this assignment?
Why? • Who would grow most from this assignment?
Distribution of work can be a great motivating tool and can include several kinds of tasks: • • • • • • • • • •
Being assigned a project Being assigned to a work team Being given increased responsibility Heading up a work team Doing research Managing a vendor or a supplier Running a meeting Coaching an employee Teaching an employee Representing the company at a function 83
The Manager's Pocket Guide to Motivating Employees • Giving a presentation • Starting a new project
The list can be limitless as to items that can be assigned or delegated. Employees cannot be promoted every year, but what a manager can do is provide new responsibility within the position. If that increase in responsibility is also tied to what the employees want to do, then the assignment will get them excited. It is essential for the manager to properly position the project when the assignment is first discussed with the employee. This will in large part affect the level of excitement they have. During that meeting, the manager should be honest, authentic, and straightforward, and should to an extent sell the work. A manager should say something to positively promote the project and the employee. Here is an example of what the manager could say: “Well Mary, I appreciate your taking the time to meet with me today. I want to talk to you about a project I am excited about. In the past we have talked about your interest in . Well I have a project I would like you to lead and it is . I really think that you are the best person for this project and I also wanted to make sure that you get the development we have discussed by working on this project. What is your initial reaction?”
The conversation has accomplished several objectives: The manager has (1) indicated that he/she has thought about the assignment, (2) demonstrated that he/she was listening during development meetings, (3) boosted the employee’s esteem by saying she is the best person for the job. 84
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Acknowledging Effort For a motivating environment to exist, employees have to be acknowledged for their efforts. We all want to be acknowledged. I have worked with managers who never gave a compliment to me or any other employees. I actually worked for a manager one time who screamed at me and then came back an hour later and said, “I know I screamed, but I don’t apologize to anyone.” There are many ways of acknowledging efforts of employees: • Giving a verbal compliment. A simple comment to an
•
•
•
• •
employee for the fine work they have done can have a productive effect. Sending a handwritten note. A simple handwritten note has a great deal of value. In this high-tech world we live in, a handwritten note can have significant impact and a high perceived value. I have written short notes of acknowledgment to employees, and many of them have kept the notes and have proudly displayed them in their cubicles. Sending an e-mail. The advantage of e-mail is its immediacy. If it is sent from the road while the manager is traveling at 12:00 midnight, all the better. Giving a small gift. When an employee does something really incredible, a small gift can have an impact. It doesn’t have to be a large gift, because it really is the “thought that counts.” Publicly acknowledging. Thanking an employee publicly during a meeting can have a positive impact. Giving bonus time. Giving an employee unexpected time off for an afternoon as a reward can leave them feeling appreciated and motivated. 85
The Manager's Pocket Guide to Motivating Employees • Providing cash bonuses. A small cash bonus or a gift cer-
tificate can have a very motivating impact. • Awarding a plaque or certificate. A small plaque or certifi-
cate can be motivating. I belong to Toastmasters, and at each meeting, they give out ribbons for best speech, best evaluation, etc. The ribbons are highly valued. • Leaving a voice mail. Managers can call an employee’s voice mail late at night and leave an “I appreciate you” message. It is an unexpected surprise and gets the employee’s day off to a nice start the next day. Managers must be very careful to make sure that acknowledging efforts don’t backfire and end up making the feeling of appreciation worse, not better. Here are some tips on making sure the acknowledgment doesn’t have this effect: • Make it even. Make sure that the acknowledgments have
the appearance of being even throughout the team. That is not to say that all acknowledgment should be given equally—that if a manager gives employee #1 an acknowledgment then they have to give employee #2 one as well. Managers need to be cognizant of the distribution of acknowledgment and make sure that it is not too uneven. Every team has superstars, and they deserve acknowledgment. The team gets discouraged though when the superstars get all the acknowledgment and the rest get none at all. The impact of an acknowledgment for non-superstars might have more motivating impact, because they are not accustomed to receiving compliments. • Give out awards. Awards can be a very powerful incentive
tool. There are times, however, when an award can create resentment. They can create resentment in the following circumstances: (1) The award given is not perceived as deserved, (2) the same person gets the award all the time, 86
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and (3) other people who work hard are not acknowledged. To avoid any resentment, make sure all employees feel appreciated. If this happens, then awards will be well received and will have a positive impact. • Avoid over acknowledgment. Managers can get overly
enthusiastic and can over compliment and acknowledge. The acknowledgment loses its impact when it is overdone. A manager who constantly gives compliments and acknowledges efforts daily can be just as detrimental as one who never gives a compliment. • Practice honesty. A manager should ensure that in all cir-
cumstances, the feedback and acknowledgment are honest. For example, let’s say that June, an employee of the company, has worked night and day on a special project and is extremely proud of her work and effort. When the project document is reviewed, the content is excellent, but the appearance of the document is a disaster, with typos, grammatical errors, and sloppy formatting. Some of the pages are even printed crooked and bound out of order. Should the manager compliment June for her hard work? Yes. Should the manager compliment June for the entire project? No. It is important for managers to separate the positive and negative aspects of the performance and coach accordingly. I have seen managers who were effusive with their praise on a project that was weakly executed. There are two problems with this scenario: (1) The manager loses credibility with the rest of the team and (2) the employee is getting positive reinforcement that they don’t rightfully deserve. There are some managers who are afraid to give honest feedback, want to avoid hurting someone’s feelings, or don’t want conflict. These managers should get training on how to have open and honest communication with their team or should 87
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stop being managers. Giving an employee feedback that is not completely honest is doing an employee a grave injustice. It means they are not getting the feedback they deserve and they are getting a false impression that they are doing well. I once ran a leadership development program for a company, and the candidates for the program had to submit an application to be accepted into the program. The rules stated that the application had to be signed by the employee and their manager. One morning I received a call from someone in the Human Resources Department. She said she wanted to know if I had an application from a particular employee. I looked at the file and said that I had the application. She then said something that shocked me: “Well, I need you to reject that application. That person can’t be in the program.” I asked her why. She said, “The manager had the employee bring him the application and he signed it, but he didn’t want to sign it.” I was very confused as to why a manager would sign an application that indicates approval if he didn’t want to sign it. The person from HR continued, “The manager signed it to avoid conflict with the employee. He didn’t think the employee was ready for the program, but signed the form as the path of least resistance. Now the manager wants the application denied.” If managers can’t handle conflict and don’t have the guts to give constructive feedback, they shouldn’t be managers.
Team Outings Team outings can be a great way to acknowledge everyone’s efforts on the team. A team outing can be as fancy as an off-site multiple-day meeting in some exotic location, or as simple as a backyard cookout. Team outings can have several benefits: • Employees feel appreciated, and if the families are invited,
they feel appreciated as well. 88
What Really Motivates People? • The employees get to know the manager and other
employees on a different level. • It’s nice to have fun with the team members outside the
work place. • A sense of family, or connection, can be made.
In planning a team outing, there are aspects a manager needs to consider carefully: • • • • • • • • •
What are the objectives of the outing? Should it be employees only or their families as well? What are some possible dates? What should we do? What have I budgeted for? Who should be assigned to work on the details? What would the impact be on the team? What kind of activities can we have? What do we want them to walk away with after the meeting is over?
Team outings can be a tremendous boost to morale and motivation. There are some caveats though that can ruin a team outing if not considered: • Always check. If a manager is taking the group to see a
show, the manager or someone the manager trusts should go see the show ahead of time. This way the team won’t be subjected to any surprises such as nudity, foul language, or embarrassing situations. A manager should always check in advance on all aspects to ensure that nothing negative happens. • Watch the alcohol. Nothing can ruin a team outing more
than the abuse of alcohol. The team’s superstar getting plastered is not the memory that most managers want for a team 89
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outing. Professional managers have ways to control the serving and drinking of alcoholic drinks at a team outing. • Don’t force them to attend. Managers should not make
team members come to a team outing, especially if it is on the weekend. In some companies, managers make team outings mandatory and the outings become drudgery. The idea is to make the outing so much fun the team members want to come. I once worked for a manager who had a team outing every quarter on his boat and he insisted that everyone go every quarter. What was once fun became a chore. • Keep it “business light.” At team outings, there can be
some business, but most of the outing should be just having fun and setting the stage where people can make connections. • Respect other belief systems. If managers have a Christmas
party, they might unknowingly exclude people of other faiths. Managers are best served by avoiding all religious aspects entirely, and that way no one will be offended. My wife, for example, is a Jehovah’s Witness. I have been to many company Christmas parties where I was badgered for not bringing my wife. I thought this was disrespectful of her beliefs. Managers should use the various types of acknowledgment to ensure that employees feel appreciated. The feeling and impact of being acknowledged will vary with each employee, so it is up to the manager to determine how and how much to acknowledge that particular employee. The art of managing is like figuring out how to open a combination lock. The difference is that each employee has their own unique combination. The manager’s function is to find the magic combination for that employee. On the following pages is a list of ways a manager can acknowledge employees. 90
What Really Motivates People?
Checklist of Ways to Acknowledge Employees Handwritten note or card
Spa gift certificate
A private e-mail
Team outing
A voice mail
Cake and ice cream social
Public recognition at a meeting
Super Bowl party
Lunch with manager
Send to motivating seminar
Breakfast with manager
Box seats to an event
Gift for their office
Decorate office on birthday
A promotion
A day at the office in their honor
Send to a business seminar
Wear your favorite jersey day
Gift certificate
Jeans day
Concert tickets
Bring in a famous speaker for group
Sporting event tickets
Books as gifts
Extra day off
Reading club
Take golfing on a work day
Toastmaster chapter at office
Heading up special project Lunchtime aerobics Increased responsibility
Office Olympics day
(continued) 91
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Checklist of Ways to Acknowledge Employees (cont.) Manning a trade show out of town
Surprise movie matinee
Lunch with the CEO
Recognition ad in local paper
Cash bonus
Framed team photo
Pizza party
Bowling tournament
Early dismissal on Friday Day at amusement park Special dinner
Employee of the day
Plaque or award
Breakfast at the office
Magazine subscription
Instant cash bonus
Employee of the month
Miniature golf tournament
Contests
Outdoor ropes course
Special parking space
Free groceries
Letter from manager to home
Gym in the office
Long weekend trip with spouse
New office
Gourmet gift basket to home
Compliments
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Communication Managers lead very busy lives and never seem to have enough time to get everything done. A 70- or 80-hour work week is not uncommon. We have a plethora of communication tools with computers, regular phones, cell phones, PDAs, e-mail, messages, meetings, etc. If we have more platforms for communicating now than ever, then why do we have communication problems? It is very simple: (1) We don’t make the time, (2) we don’t have a plan for communication, and (3) we think electronic communication is communicating. Smart managers make the time for communicating in person on a regular basis. Because they are busy, they put frequent meetings and updates into their schedule with team members individually as well as in groups. Charles Dickens once said, “Electric communication will never be a substitute for the face of someone who with their soul encourages another person to be brave and true.” It is fascinating to consider that Dickens lived from 1810 to 1870! Even in the mid 1800s, he realized the importance of face-to-face communication. I have worked with managers in companies that have remote employees and only met with them twice a year in person. The rest of the time was by phone. How would those employees feel? Valued? Motivated? For direct reports, regular update meetings should take place between the manager and their team member individually. These should be scheduled and occur on a regular basis. There are compelling reasons why this should be face-to-face: • The communication will be more effective, because the
manager can read body language and expression, and capture the gist of what an employee is trying to say. 93
The Manager's Pocket Guide to Motivating Employees • • • •
The trust level will be increased. The employee will feel more valued. Problems can be uncovered sooner rather than later. Employees will feel more motivated.
I once reported to a very fine leader. During a period of about a few weeks, I felt the manager was giving me the “cold shoulder.” I finally decided that I had to address it. I met with him, told him that I felt something was wrong, and asked him if he was mad at me. He said that he thought the same thing and he was acting that way because he thought I was mad at him! We then were able to sort things out. That kind of communication could never have happened via e-mail or phone. I have worked with managers who have thought that communication occurred because they sent an e-mail. An e-mail is a communication tool that is good for its expediency. The sender can send e-mail to several people all over the country in the blink of an eye. There are some significant limitations to e-mail that managers should consider as part of the challenge in communicating effectively: • E-mail is very open to interpretation. • Most people I know get too many e-mails each day, so the
message gets lost in all the clutter of the mailbox. • When people are traveling, it is sometimes difficult to get
e-mail. • Sometimes it gets deleted and not read.
The best approach is to use e-mail to convey information and to confirm and reinforce messages. If a staff meeting is held, then e-mailing the minutes of the meeting is a great example of effective e-mail. Reminders and setting up appointments is also effective in e-mail. E-mail should not be used for long 94
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complex memos or issues. Most importantly, e-mail can be a great tool for acknowledgment and reinforcement. A congratulatory e-mail to the employee with a copy to the manager’s boss is very effective. An “I am proud of the progress you are making” e-mail can be very motivating. Managers should look at all forms of communication and use them effectively at the right time for the right reason. Overall, the goal of communication with the team should be as follows: • To communicate effectively so that employees feel • • • • • •
acknowledged. To keep employees informed on key decisions. To reinforce positive behaviors. To correct and modify negative behaviors. To have employees feel valued. To build loyalty and trust. To increase productivity and decrease confusion.
Most managers think they are great communicators, but the reality is most managers are not. Most managers think they communicate too frequently; the reality is employees want more detailed and frequent communication. For managers to be better communicators, they must decide that the communication will drive increased productivity and profits. Great leaders are always great communicators.
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Motivating with Rewards and Recognition Reward is defined in the dictionary as something given or received in recompense for worthy behavior or in retribution for evil acts. I think it is useful for managers to understand that reward is given for worthy behavior. When managers reward behavior, the employee wants to repeat that behavior. It is very important for managers to understand that reward is a key tool in establishing a motivating environment. As Mark Twain once said, “I can live for two months on a good compliment.” Compliments have an amazing impact on employees. If we consider rewards, almost all rewards are an expression of a compliment. Rewards say to an employee “You did a good job” or “I appreciate your contributions.” Almost all human beings respond positively to rewards and recognition. I once worked really hard on a meeting at work and it was very successful. One evening when I got home, my wife said a box had arrived from my manager. He had sent a box of steaks with a nice note, and this reward made me feel like my efforts had been appreciated. As managers, we need to think strategically and plan for short-, mid-, and long-term rewards. Rewards need to be budgeted for and planned out for the year to ensure that they happen. If managers don’t plan for rewards, they get busy and the year slips by quickly. There are several different categories of rewards a manager should think through and plan: 97
The Manager's Pocket Guide to Motivating Employees • MBO reward. The manager and employee agree on a spe-
cific objective for the year, and if the objective is met, the employee gets a reward for the accomplishment. • Accomplishment reward. The manager identifies an out-
standing achievement and decides to reward that achievement. • Tenure award. Awarding someone for being in the com-
pany, department, or team for a certain time frame. • Employee of the month. This is a common award and is
given to the best-performing employee of that month. • Contests. A contest can be held for a particular skill set or
topic. It can be any topic that the manager designates. The key is to lay out all the rules in advance in writing and to have a great prize for the winner. • Promotions. Employees are promoted and receive an
increase in their pay and benefits. The manager must decide what is going to be rewarded, how it is going to be rewarded, and when it is going to be given. When rewards are given, they should be given in a way to maximize the impact of the reward. This can be done publicly at a team meeting or privately in the office. Sometimes, a breakfast or lunch can be a good forum for giving out a reward. Some managers think they can’t afford reward because it is too expensive. First, there needs to be a commitment from upper management to pay for reward and recognition. Second, in today’s environment, organizations can’t afford not to provide rewards and recognition, because if they don’t, 98
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employees will leave. The cost of locating and training a new employee is very expensive. There is an old school of management that says, “Why should I reward my employees for work that they should be doing anyway?” There is some logic to that statement, or I should say, was logic to that statement many years ago. Today there is a tremendous influx of new workers into the work place with a different generational mind-set. The “carrot and stick” versus “the club” argument is over! The “club” is the philosophy that workers work better and are more productive when they are in fear. “The carrot and stick” philosophy says that if you give people a motivating environment and reward them, they will be more productive. Most managers who are successful understand the value of a motivating environment.
Team Rewards There are two ways a manager can reward employees: team rewards and individual rewards. There are some significant advantages and disadvantages to giving team rewards. The advantages of team rewards are: • The team bonds because they are working toward a com-
mon goal. • Productivity usually rises because the more productive
employees inspire the less productive employees. • There is less absenteeism due to peer pressure. • Communication is enhanced because it is more frequent.
The team setting for rewards can also have disadvantages: • Some high producers don’t like working with low
producers. 99
The Manager's Pocket Guide to Motivating Employees • There is much greater possibility of conflict. • If the team doesn’t make the goal, there can be infighting. • Pressure can be higher when team members are not
pulling their weight. The manager needs to decide when to reward teams and when not to, from a strategic position. The car company Saturn has had tremendous success with the team unit and reward process; other manufacturers have found less favorable results. The decision really varies with the organization and the team. The manager must set up the goals. The goals must be very specific and measurable, in writing, and communicated clearly and often. The manager must also monitor the team’s progress. This eliminates any ambiguity. If a team attains a goal that has been set for it, getting the reward can be very motivating and exciting. The excitement that results from reaching a team goal is contagious. I once attended a team-building session that was held on a “ropes” course outside. The teams were competing and participating in activities such as “high wire climbs” and “pole jumping,” which took great nerve. The spirit of 100 people all passionately competing was electrifying! If a manager can capture that kind of spirit with team rewards, then it is all worth it. Managers can also give a team reward when one was not expected, which is even more powerful. As a side note, managers should not have teams competing against one another where one team wins and the other team loses and is humiliated. I once saw a sales contest called “steak and beans.” There were two sales teams, and they were competing in a contest to see who could sell the 100
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most in a certain time period. The winners were treated to a very fine steak dinner at an excellent restaurant. The losers were treated to a dinner of beans; that is all they were allowed. The catch was that they ate the beans sitting in the same restaurant across the table from the team eating the steaks. During the entire meal, they were teased as losers by the winners. One team was very motivated that night. The other wasn’t in too good of a mood. I don’t think negative reinforcement is motivating. Keep in mind the rewards don’t have to be monetary or expensive. I have observed managers get a team completely pumped about a pizza party or everyone getting off two hours early on a Friday. It is not the prize that matters with regards to a reward; it is the motivating impact the reward has on the team. I have seen teams compete savagely to win T-shirts. The impact is all that matters.
Individual Rewards Managers need to understand each of their employees thoroughly so that they know what rewards will motivate and provide incentive for that particular employee. The processes outlined in earlier chapters including the growth and development meeting (GDM) help a manager determine what kinds of acknowledgment excite an employee. In many companies I have worked in, the employees on the team were all very different. In one company I worked for, I remember being very excited about attending the company’s national meeting. Once at the meeting, however, I met several employees who were grumbling about being there. I found it odd they weren’t excited, but with motivation, there is no right or wrong, it is whatever works—and the national meeting did not “work” for these employees. Here are some helpful tips for individual rewards: 101
The Manager's Pocket Guide to Motivating Employees • Reward in private. Managers should present individual
rewards in private. The reward should be between the manager and the specific employee. Individual rewards can cause problems and small jealousies. The only exceptions are contests and promotions: These should be well publicized. • Give the reward in person. All individual rewards should
be presented by the manager in person. The only exception is if the manager wants to send something to someone’s home. • Position the reward. All individual rewards should be
properly “built up” and positioned by the manager. If managers are going to spend the time, effort, and money on a reward, they should let the employee know how special the reward is and how proud they are of the work. • Make it personalized. If the reward can be personalized, it
has more recognition power.. If the reward has the employee’s name on it or is specifically relevant to that person, the perceived value is higher. If an employee, for example, is a huge fan of a certain baseball team, and the manager buys an autographed baseball by their star pitcher, the value is greater. It is not only the reward, but the thought that goes into the reward. • Add a note. A reward should always be accompanied by a
nice note or card to highlight the accomplishment. In today’s era of high technology, handwritten notes seem to be more appreciated. As mentioned earlier in the book, a handwritten note is often saved and proudly displayed by the employee. In a 2003 study published by the Conference Board Developing Business Leaders for 2010, managers at 150 leading-edge companies were interviewed about developing lead102
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ership strength. This report states that “successfully managing younger workers will require a new set of leadership capabilities.” It goes on to state that leaders will “need to become experts in identifying, attracting, developing and retaining the top talent required in the marketplace.” That is why individual reward is so important. This all ties in to the ideas outlined in this book of developing and rewarding employees.
Ten Tips on Rewarding Employees 1. Be creative. Managers should be as creative as possible in coming up with ideas for rewards. I have seen managers who have been incredibly creative, and have even bartered their services to another company in order to get rewards for their employees. 2. Use the element of surprise. Sometimes the element of surprise can add a great deal of impact to a reward. I once went into an employee’s office on a Friday afternoon at 2:00 and told her she had worked really hard and to take the rest of the day off. It had the desired effect: She felt appreciated! 3. Small rewards can be big. Many times, small rewards can be very big in terms of impact. As I stated earlier, I belong to Toastmasters, and at every meeting, there is an award for the best speaker, best evaluator, and best table topic. The award is a small blue ribbon. Let me tell you that ribbon has great value even though it probably costs less than a quarter. 4. Stand on ceremony. When rewards are given, the way they are presented is as important as the reward itself. Managers should maximize the impact of the award by thinking through how it should be presented.. At the Toastmasters meetings, the ribbons are given out with great ceremony at the end of the meeting. 103
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5. Give an award that keeps giving. Managers can give rewards that keep giving. Examples of this include magazine subscriptions or a flower of the month club. Every month, the employee gets reminded of their reward and accomplishment. 6. Give plaques and trophies. People love plaques, trophies, and certificates. We know this is true because most employees proudly display them in their office. They serve as a tangible representation of their efforts. 7. Remember, money is short lived. Many managers think that money is the best reward, and it can be effective. However, I have found that other rewards such as trips and gift certificates actually have a higher perceived value because people can then buy things they normally wouldn’t buy for themselves. If an employee is given money, they typically use it to pay bills. If they are given a gift certificate to a travel agency, they will treat themselves by taking a trip. The memory of that reward lasts much longer, so management gets more mileage out of the reward. 8. Give rewards to everyone. I have worked in organizations where only salespeople are rewarded. I understand that is because they are the employees who bring in the revenue. However, I think getting everyone involved and rewarded generates more excitement overall. 9. Give education as a reward. A great way for managers to reward employees is to give education as a reward, because it develops and motivates the employee. One way managers can build a learning organization is valuing training and development. One way to increase the value is to make it a reward.
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10. Make sure employees know. Managers should be so overt about giving an award that employees know it is an award and it is something special. The old adage says if you do someone a favor, let them know it. If managers give an award, they should make sure the employee knows the award is special.
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CHAPTER 9
The Importance of Balance in a Well-Motivated Workforce We live in an age of the 24/7 work place. People carry Blackberries and cell phones, and are getting connected to the company e-mail at home on the weekends. Some people have an easier time counting the hours they don’t work instead of the hours they do. I have observed people answering e-mail on their Blackberries on the beach, having business conversations on their cell phones at Disney World, and interrupting vacations to take conference calls. According to studies, nearly half of all American workers say their jobs are very or extremely stressful. The same study also found that 50 percent of employees said that job stress reduces their productivity, and those who report high stress are three times more likely to suffer from frequent illness. The work world is becoming crazier and faster paced with each day. Pundits predict that it’s not going to get easier, it’s going to get harder. Mother Teresa said, “I think the world today is upside down. It is suffering so much because there is so little love in the home and the family life. We have no time for our children. We have no time for each other. There is no time to enjoy each other, and the lack of love causes so much suffering and unhappiness in the world.” It is the manager’s responsibility to try to help employees through the quagmire of life-balance issues as they relate to work. These are very difficult issues and must be handled carefully. 107
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So what causes burnout? Dr. Christina Maslach and Dr. Michael Leiter, who are experts on burnout, give six reasons for burnout: 1. Work overload 2. Lacking a sense of control 3. Insufficient rewards relative to the demand 4. Breakdown or lack of a sense of community in the work
place 5. Conflict of values or seeing the work as meaningless 6. Absence of fairness
Why is it important to prevent burnout? Because employees who are out of balance and overwhelmed will not be very motivated and will be less productive. The challenge is for managers to get the work done with short time lines, tight budgets, and lean payroll, and yet avoid employees getting burned out from lack of life balance. There are several problems inherent in this situation: cultures that might clash with the idea of life balance, and the very real pressure for managers to produce more with less.
The Concept of Life Balance The idea behind life balance in the ideal definition is that an employee has a sense of balance between all the aspects of their life, which can include the following: • • • • • •
Work Family Social Physical/health Financial Spiritual
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A person who has a strong life balance would be healthy and happy and have a sense of satisfaction because the elements listed above would be “in balance” and none of the areas would be neglected. The person would plan time each day to do the activities that needed to be done to stay in balance. Obviously, they would feel motivated because they would be making progress and not be neglecting any aspect of their life personally or professionally. This is the ideal, which in some people’s lives is the furthest from the reality of day-to-day life. The reality of life balance is that it is very difficult and is a moving target. It is a constant process because change is happening so rapidly. There will be times at work, for example, when circumstances require a heavy amount of travel, which interferes with family and social aspects. I once worked with a Fortune 100 company to help start a corporate university. I worked 70 to 80 hours a week for two years. When people asked me what hours I worked, I would say, “I don’t work on Friday nights or Saturdays.” They would laugh because they thought I was joking, but I was serious. Working those hours is what it took to get that department launched. I did not have balance those two years from a family or social perspective, but I knew it was temporary. There will be times when employees are sick, when they have a family member who is sick, or when there are family situations that need the employee’s attention. They might not be able to spend as much time or attention on work as normal. This is where managers need to display empathy. It is also the opportunity to build trust, loyalty, and commitment. If employees know that managers are committed to them, they will over time become more committed to the manager. 109
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Several years ago, my grandfather passed away. I knew I needed to go to West Virginia, but I didn’t know the details of the viewing or the funeral at that time. I called my manager from the road and left him a voice mail. (My manager was also traveling then.) I received a voice mail back that said, “I got your message and I am very sorry. Go do what you need to do; work will be here when you get back. Just take care of yourself and your family.” This made me feel very relieved. I didn’t have to worry what was going on there. It also built a loyalty with that manager. Trust is not built through words but through actions. For managers to help employees with life balance, they must first understand when employees are out of balance. There are several signs of lack of balance: • • • • • •
A change in personality/mood Higher level of conflict with other employees Missing deadlines at work Being late more often Grouchiness or moodiness More errors in work product than normal
Managers must first diagnose that there is a problem through observation and discussion with the employee. One word of caution: The manager should address only work issues with the employee. Family or financial issues are inappropriate for discussion, except in the most general of terms. The reason for caution is that the manager can easily slip over the line into personal counseling, which is a dangerous line for a manager to cross. I once heard a story about a manager who was giving her employee marriage advice and I was deeply concerned at the myriad of problems that could produce. That kind of counseling should be done by a professional. 110
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Therefore, discussions between managers and employees must remain professional at all times. Complete the life balance self-assessment below and on the following page. The worksheet should be used in two ways: • For the manager to complete themself to see if their analy-
sis indicates a solid work/life balance • For the manager to have employees complete to see how
they rank, and for purposes of discussion
Work/Life Balance Self-Assessment Rank the following on a scale of 1–10 with 10 meaning strongly agree, and 1 meaning strongly disagree.
Statement
Rating
Reason for number
1. My work and life are balanced. 2. My work is interesting and energizing. 3. I rarely take work home. 4. I rarely work at night. 5. I rarely work on weekends. 6. I rarely work over 60 hours a week. 7. My work doesn’t interfere with the rest of my life very often.
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Work/Life Balance Self-Assessment (continued)
Statement
Rating
Reason for number
8. My work does not prevent me from being healthy (exercise, etc.). 9. I participate in hobbies outside of work. 10. I participate in social events outside of work. Total Points ________ (Statements 1–10)
Interpretation/Discussion The total number of points: Perfect score is 100 90–100 Excellent score and fairly balanced 80–89 Okay, but needs some work 70–80 Needs lots of work Below 70 Help! Statement #1. If the score is low, why was it so low? Is there a project going on now that is requiring more effort than normal? If not, what is the problem? How can it be solved? 112
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Statement #2. If the score is low, why is it not interesting? Why is it not energizing? Was it energizing at one point? When did it change? Why? Statement #3. If the score is low, do you take work home often? How often? Why? Can any of that be delegated? Is this temporary or continuous? Why? Statement #4. If the score is low, do you work at night often? What makes that necessary? Is this a new development? Why? What can you do to change it? Statement #5. If the score is low, how many weekends a month do you work? Why? Is this a new development? How do you feel about it? Could you do that work during the week? Statement #6. If the score is low, how many hours a week do you work? Why? Are the hours you work each week putting a strain on your personal life? How can you resolve it? Statement #7. If the score is low, how does work interfere with your personal life? Why? Does it have to be this way or do you allow it? What could you change? Statement #8. If the score is low, why does work prevent you from being healthy? Do you put exercise aside because of work? Is your schedule too busy? Do you eat healthy? If not, why? Statement #9. If the score is low, have you set your hobbies aside for work? Are you just too busy? Why? Do you miss your hobby? 113
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Statement #10. If the score is low, are you just too stretched for social events? Why? Is the job interfering with those social aspects? What can you do to change that?
Symptoms and Suggestions I have worked with managers in certain organizations who seem to take a masochistic pride in the number of hours they work and the fact that they never take vacation days. We have all read about the software companies where people spend the night at the office working 100-hour work weeks. I don’t think this is the message we want to send to employees.
Breaks There is every indication that when people take breaks (vacation, days off, holidays), they come back to work refreshed, motivated, and much more productive. Yet I have been in many work environments where people never took breaks. In many organizations, people are in early, leave late, and eat lunch at their desk. This might be okay if a company has an urgent project in the short term, but as a regular practice, it is a good way to burn employees out. For employees to maintain motivation and energy, they must have breaks. Managers must foster and encourage employees to take breaks and to get out of the office and away from their desks. This accomplishes two objectives: It gives employees a break and shows the employee that the manager cares and is paying attention. I have seen many companies where employees take their laptops on vacation so that they can check e-mail every night. They also call in and check their voice mail each day. I think 114
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it is a disgrace to ask employees to do that. Managers who cannot have their team members take off an uninterrupted week are poor managers. There should always be someone who has been trained to fill in for the vacationing employee. I have managed employees on my teams, and when they went on vacation, there were two rules: (1) They were not allowed to take their laptops and (2) they were not allowed to call in for messages. I would tell them that calling in and checking e-mail defeated the purpose of vacation, which was to vacate. When I went on vacation later that year, they held me to my own rule! I came back with “batteries recharged” and ready to go. Here is what economist John Kenneth Galbraith had to say about vacations: “Total physical and mental inertia are highly agreeable, much more so than we allow ourselves to imagine. A beach not only permits such inertia but enforces it, thus neatly eliminating all problems of guilt. It is now the only place in our overly active world that does.” One method that managers can employ is the technique of unexpected time off, which can be very effective. The manager would simply go into the employee’s office or work space, and tell them that they have done a great job and have worked very hard. Next tell them to take the next day off with pay and without it counting toward vacation days. It is in essence a free day. This is even more effective if the free day is a Friday or a Monday because it creates a three-day weekend. It works well as a motivating tool because of the element of surprise, and it works because it forces the employee to take some time off.
Modeling Balance Creating an environment where employees can be motivated means that balance must exist. Managers need to be aware of 115
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a key concept; employees aren’t influenced as much by what a manager says as by what a manager does. So managers need to model the behaviors of balance. Here are some tips on modeling the concept of balance: • Work hard, but have fun. It is okay to work hard, but it is
not okay to not have fun. Fun is the great balancer in the world of work, and can do a great deal to relieve stress. Managers should be willing to have fun at meetings and while completing the daily tasks in the work place. • Take time off. Managers should be willing to take time off.
If managers take time off, they will be better managers and will send a message to the team that it is okay. • Go home early every now and then. It sends a good mes-
sage to the team for the leader to go home early every now and then. • Go on vacation. It is crucial for managers to take vacation
and to truly go on vacation. That means no voice mail, e-mail, or conference calls. • Be balanced. Managers should strive to represent and
model the concept of balance. They should be taking care of themselves physically and emotionally. I once had a very good friend named Jim. Jim and I spent a lot of time together socially, and we had a real good time. I was always worried about Jim, and I told him so; he had the worst lifestyle I had ever seen. He worked two jobs (between 80 and 90 hours a week) and never exercised, never ate right, and carried a high level of stress. We always warned Jim that he needed to get his life in balance, but he didn’t listen. At some point, he moved to a different part of the country, and we lost touch. Ten years later, I decided to call him. When I asked how he was, the lack of balance had finally caught up 116
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with him. He had suffered a major heart attack and had to quit working for good. He had to go on disability and was divorced. He barely spoke to his children, who were now grown. He couldn’t afford to have his own place, so he was living with another family. This is a sad but true story of what happens as a result of lack of balance. Managers must take care not to fall in to that trap and must make sure that they coach their teams not to fall in to that trap as well. Leaders don’t just affect the professional life of an employee; they also have the remarkable ability and responsibility to have a life-long personal impact.
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CHAPTER 10
Putting It All Together (Action Planning) There is a fairly popular saying in our society and that is “Knowledge is power.” Many people when asked will shake their heads up and down and agree with that statement. I disagree completely! Knowledge is not power, because there are many people who have Masters and even PhDs who work in low-paying jobs and don’t live up to their potential. There is a huge population of the United States who are overweight. They know what to do—they have the knowledge. There are millions of people who smoke cigarettes who know the overall risk factors, but choose to ignore them. Knowledge itself is not power; it is the application of knowledge that creates power. It is the absolute imperative of managers to apply the knowledge that they have in order to maximize organizational effectiveness.
An Action Plan As Ben Franklin once said, “I have always thought that one man of tolerable abilities may work great changes, and accomplish great affairs among mankind, if he first forms a good plan, and, cutting off all amusements or other employments that would divert his attention, make the execution of that same plan his sole study and business.” It is up to a manager, upon reading this book, to form a plan of action. Just hoping that some of the concepts will work will not be effective. There must be deliberate action and planning in order to create a motivating environment. The 119
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best approach is to have a very specific, detailed plan. The plan would answer the following questions: • • • • • • • •
What do we need to do? Why is it important? Where will we do it first? Will it be in phases? When will it start? When will it need to be done? What are the components of the plan? How will the effectiveness be measured?
One word of caution: Managers should implement the plan over time. Trying to do the implementation all at once will ensure that the plan will fail. The implementation should be a phased approach over time. This will ensure that the plan will be as effective as possible. The plan should include the following main elements: • • • • • • • • •
Creating a motivating environment Crafting or reinforcing team purpose and mission Having passion in the work place Making a commitment to learning Coaching all employees for development Knowing what gets them motivated Designing rewards/incentives Creating a long-term plan for the team/department Understanding the importance of balance in each team member’s life
Once the plan has been formulated, it would be a good idea to review it with a colleague or a friend to double check that it makes sense. Then before execution, managers should run the plan by their manager. Once the plan is defined and in writing, it is time to implement the plan. 120
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There should be a definite and obvious distinction between a plan for a new team and a plan for an existing team. If a manager is executing the plan with a new team, it is a different set of circumstances, and the ability to implement the plan might be a little easier because the team often expects changes to occur under new leadership. The manager has to work on establishing and setting a new climate and culture. Implementing a plan for an existing team that has already been with that manager is more difficult because the stage has already been set. In this case, there are several challenges: • Team members might have already made up their minds
about the manager. • The manager might have already taken some negative
actions to create a non-motivating environment. • If done too quickly, team members will wonder what in
the world has “gotten into” their manager. • The manager’s manager might already be comfortable
with the existing style of the manager. The key is a gradual, strategic approach to making changes over time. On the next page is an assessment to create an action plan for implementing changes, based on this book, in order to create an environment that is motivating.
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Assessment—Elements of a Motivating Environment For each statement, check the appropriate box. Statement
Yes No
1. The work space is comfortable for employees.
2. The work space is visually appealing.
3. Employees know the purpose of their work.
4. Employees know the purpose of the team’s work.
5. The environment is positive and upbeat.
6. Employees are excited about their work.
7. The work place is considered fun.
8. Our team has fun on the job.
9. The company is committed to employee development.
10. As a manager, I am committed to development of each team member.
11. I know each team member by name.
12. I know the short- and long-term goals of team members.
13. Employees are rewarded for good performance.
14. I use different kinds of rewards to incite motivation.
15. Communication takes place frequently.
16. Communication takes place in groups and individually.
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Assessment—Elements of a Motivating Environment For each statement, check the appropriate box. Statement
Yes
No
17. Hiring is done to ensure a fit with the group.
18. People who don’t fit are let go quickly.
19. I mirror the behaviors I value all the time.
20. I mirror the attitudes I value all the time.
This is an assessment that was completed earlier in the book on pages 2 through 3. In re-reviewing the answers, which ones stand out the most? Step #1. Select the three most important statements in the assessment that would have the most impact if implemented.
Looking at those three, what specific actions could be taken to get them in place?
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How long would it take to get them implemented?
Step #2. Write these items on your calendar for implementation. Step #3. Create a communication plan for communicating with the team the changes that are going to happen. Implement! Step #4. Now select the next three most important statements that need work.
Looking at those three, what specific actions could be taken to get them in place?
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How long would it take to get them implemented?
Follow the steps until the top ten statements have been reviewed and a strategy and time line have been created for each. Once the planning is in place, it is a matter of scheduling the implementation of the plan and executing the plan. However, this does not by any means mean that it is done. The planning is good, but the process of employee motivation is continuous and constant. The team might be in good spirits and every thing might be “hunky dory.” Then there is a change in company policy, or nine million other factors that the manager can’t control, and several folks on the team are up in arms about it. It is time to manage again. Management is a constant and ongoing process that happens daily, weekly, monthly, and throughout the year. There is absolutely no doubt that the manager is the largest contributor to employee motivation or lack of motivation. That applies to a factory, an office, or for that matter, even a hair salon. Let’s take a look at Aldus Jackson, the owner of Aldus Jackson Salon and Spa in Parksburg, Pennsylvania, out in the suburbs of Philadelphia. When you walk into Aldus Jackson Salon and Spa, two things strike you immediately: the enthusiasm of the employees and the upscale, classy, warm, and visual impact of the salon. 125
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Aldus has managed to create an environment that is positive and energized, and the employees swear by their boss. As it turns out, Aldus applies the very principles outlined in this book. Here are some of the concepts that Aldus applies and that we talked about when I interviewed him for this book: he work place. Aldus designed a work place that has a • Th space for each stylist to work and not be cramped. In his words, “This is their business, too. They are sharing in this, and my success depends on their success.” • Purpose. The employees understand the purpose of their
work and come to the table with a “servant attitude” (including Aldus), and seeing customers transformed and feeling good about themselves has “a certain magic about it that is contagious.” • Positive environment. Aldus tries daily to maintain a posi-
tive environment. If employees get stressed, he gently reminds them to “Relax. It will get done, and the end of the day will come.” • Development. The employees have development classes
where they have experts come and teach them new techniques and styles. He has also sent stylists to New York City for training. • Communication. Once a month, a staff meeting is held for
all team members to keep them “in the loop.” • Hiring. Hiring of stylists is done with an eye toward their
skill, but also to see if they are a fit with the organization. Aldus interviews each candidate several times and gets feedback from the employees about the candidate. “The fit with the group is everything. Their feedback is my safety net for not making the wrong choice.” 126
Putting It All Together (Action Planning) • Mirroring. Aldus is very aware that he has to mirror the
values and qualities that he expects from his team. He makes sure (1) to be considerate to others, (2) to work as hard as they work, and (3) that everyone works together. He feels the most important value is integrity. “Integrity is all you have and if you approach each encounter with integrity, if you have that, then you can get up every morning feeling good about what you do.” He encourages employees to live those values. He had a stylist who did a coloring that was just slightly off. The guest was happy, Aldus was happy, but the stylist felt bad and wanted to do it over. “I was blown away by that—by her commitment to quality. I was very proud.” • Reward. Employees are rewarded with compliments, and
given unexpected extras when they perform beyond expectation. “I wish I could do more and strive to do more in that area.” “As leaders, my hope for all of us is that we can create something to help make a great quality of life for our employees, their families, and our team.” So no matter the business—a salon, a factory, a charitable organization, an office, a sport team—the concepts when applied work and are effective for motivating employees. The concept of motivation seems foreign to some corporate environments, but is absolutely vital to corporate long-term success. As the market for employees tightens in the next few decades, employees will have a choice as to where they want to work, and they will make this choice loud and clear. The key deciding factor for wanting to work and stay with an 127
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organization will be the motivating environment. Managers have to understand that they are a large contributing factor to that environment. In fact, they are the environment.
128
Index Ability, 2 Absenteeism, motivating environment and, 8 Accomplishment reward, 98 Action plan, 119–128 case study, 125–127 phased implementation of, 120 Aldus Jackson Salon and Spa, 125–127 American Society of Training and Development (ASTD), 8 Annual reviews communicating organizational goals via, 33 employee development and, 57, 67–69 Areas for improvement, development and, 57, 62 Assessments enthusiasm, 43–44 growth and development, 58–61 motivating environment, 2–3, 9–13, 122–125 work/life balance, 111–114 See also Checklists; Worksheets Attitude, 2 Awards, 53, 86–87. See also Rewards Balance, in coaching, 76–77. See also Work/life balance Benefits, of motivating environment, 7–13 Body language, coaching and, 76 Bonuses cash, 86 time, 85, 115 Book group, 53, 68 Brainstorming sessions, 53 Breaks, work/life balance and, 114–115, 116 Burnout, 108 Business case, for motivation, 13 129
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Calm manner coaching and, 77–78 modeling enthusiasm and, 49 Career goals, development and, 57, 62–63 Carnegie, Dale, 15 Ceremony, rewards and, 103 Certificates, acknowledging effort, 86 Change, coaching and, 72 Checklists development resources/opportunities, 64–65 ways to acknowledge employees, 91–92 Coaching, 14, 71–80 versus counseling, 71 defined, 71 as dialogue, 79–80 emotion and, 77–78 environment for, 75–76 explaining reason for, 75 fairness and, 77 importance of, 72–80 key concepts of, 73–80 positioning, 78–79 reinforcing expectations and, 46 Communication achieving organizational goals and, 31–34 face-to-face, 33, 40, 93–94 of job purpose, 4, 10, 12 modeling enthusiasm and, 49 motivation and, 6, 11, 12, 92–95, 126 with teams, 95 Compliments, 85, 97 Conference Board, 102 Conference calls, communicating organizational goals via, 39 Conferences, motivation and, 68 Contests, 54, 98 130
Index
Counseling, versus coaching, 71 Creativity, rewards and, 103 Cultural fit, hiring and, 19
Developing Business Leaders for 2010, 102–103 Development annual review and, 67–69 checklist of resources/opportunities, 64–65 coaching and, 71 education as reward and, 104 expectations regarding, 56 financial performance and employee, 8 follow-up on, 65–67 growth and development meeting, 57–65 motivation and, 5, 10, 12, 14, 126 self-assessment, 58–61 setting stage for, 55–57 Dialogue, coaching and, 79–80 Dickens, Charles, 93 Dilbert, 14 Diversity, team outings and, 90 Drucker, Peter F., 57 Education, as reward, 104 Efficiency, motivating environment and, 8 Eisner, Michael, 47–48 E-mail acknowledging effort via, 85 communicating organizational goals via, 39 limitations of, 94 Emotion, coaching and, 77–78 Employee litigation, motivating environment and, 8 Employee needs, 5–6, 10, 12 coaching to, 73–74 Employee of the month, 98 131
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Employees acknowledging effort of, 85–88 communication with, 28–29 determining enthusiasm level of, 42–45 determining what excites, 81–83 distribution of work and, 83–84 motivating to achieve organizational goals, 31–40 new hires, 21–22 setting enthusiasm expectations for, 45–46 Enthusiasm building enthusiastic team, 42–45 modeling, 47–50 motivation and, 14, 41 setting expectations, 45–46 team meetings and, 50–54 Environment creating positive work, 4–5, 10, 12 motivating assessment of, 2–3, 9–13, 122–125 benefits of, 7–13 creating, 1–7 Ethics, modeling enthusiasm and, 48 Face-to-face communication, 33, 40, 93–94 Fairness acknowledging effort and, 86 awards and, 104 coaching and, 77 False kindness, 74 Feedback, 87–88 Field trips, 68 Food, providing at meetings, 51 Franklin, Benjamin, 119 Fun modeling enthusiasm and, 48–49 132
Index
work environment and, 5, 10, 12 work/life balance and, 116 Galbraith, John Kenneth, 115 Games, use in meetings, 52 Generation X, coaching, 72 Generation Y, coaching, 72 Gibbons, J., 48 Gifts, acknowledging effort and, 85 Gilbert, Ken, 54 Giuliani, Rudy, 49 Goals career, 57, 62–63 organizational. See Organizational goals Goethe, Johann Wolfgang von, 72 Growth and development meeting, 57–65 Growth and development plan, 57, 60–61, 63 Guest speakers, 52 Herzberg, Frederick, 17, 26 Hiring conducting multiple interviews, 18–19 creating motivating workplace and, 6, 11, 12, 13, 18–21, 126 cultural fit and, 19 enthusiasm and, 41 new hires, 21–22 orientation and, 22–28 recruitment and, 19 rectifying mistake in, 28 role of Human Resources in, 19 Holtz, Lou, 2, 18 Honesty acknowledging effort and, 87 coaching with, 74 modeling enthusiasm and, 47 133
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Human Resources, role in hiring, 19 Humility, modeling enthusiasm and, 49 Hygiene theory, 17, 26, 31 Individual growth and development plan (IGDP), 57, 60–61, 63 Individual rewards, 99, 101–103 Interrelation, job, 24–25 Interviews, hiring conducting multiple, 18–19 development questions, 56 knock-out questions, 20 open-ended questions, 20–21 Jackson, Aldus, 125–127 Jackson, Nelson, 72 Jet Blue Airlines, 26 Job descriptions, 23–24 Job purpose communicating, 4, 10, 12, 126 orientation and, 24 Knowledge, power and, 119 Knowledge sharing, 4 Leadership, motivating environment and, 8 Leiter, Michael, 108 Listening skills, coaching and, 76 Locations, meeting, 52 Lombardi, Vince, 71 Long-term goals, 32–33 planning worksheet, 34–38 Madwed, Sidney, 5 Managers determining what excites employees, 81–83 134
Index
discussion of life balance, 110 knowing team needs, 5–6, 10, 12 as mirror of team, 6–7, 11, 12 modeling enthusiasm, 47–50 motivating employees to achieve goals, 38–40 sharing goals with employees, 31–34 state of the union presentation, 40 Mandino, Og, 41 Maslach, Christina, 108 MBO reward, 98 Meetings communicating mission during, 27 communicating organizational goals during, 33, 39 enthusiasm and, 50–54 growth and development, 57–65 team, 50–54, 68 delegating segment of, 53–54 highlighting team member during, 54 making motivating, 51–54 Memos, communicating organizational goals via, 39 Merriam Webster’s Collegiate Dictionary, 71 Mid-term goals, 32–33 planning worksheet, 35 Mission communicating, 27 to new hires, 22 reviewing during orientation, 25–26 team, 26–27 Mission statement, 25–26 Modeling enthusiasm, 47–50 work/life balance, 115–117 Money, as reward, 104 Mother Teresa, 107 Motivate, defined, 1 135
The Manager's Pocket Guide to Motivating Employees
Motivating environment benefits of, 7–13 creating, 1–7 assessment of, 2–3, 9–13, 122–125 Motivation acknowledging effort and, 85–88 annual review and, 67–69 business case for, 13 checklist of ways to acknowledge employees, 91–92 coaching and, 71–80 communication and, 92–95 defined, 1, 2 determining what excites employees, 81–83 distribution of work and, 83–84 enthusiasm and, 41 key principles of, 13–15 team outings and, 88–90 Motivation theory, 17–18 Music, playing at meetings, 51 Newsletters, communicating organizational goals via, 39 Observation, determining what excites employees via, 81–83 One-on-one communication, 33, 40, 93–94 Open-ended questions, 20–21 Organizational goals long-term, 32–38 mid-term, 32–33, 35 motivating employees to achieve, 31–40 short-term, 32–33, 35 state of the union presentation, 40 Organizational policies, supporting, 49–50 Orientation, 22–28 advantages of, 22–23 communicating expectations regarding development, 56–57 136
Index
communicating organizational goals, 33 explaining job interrelation, 24–25 explaining job purpose, 24 providing job descriptions, 23–24 reviewing mission/credo/values, 25–26 Peale, Norman Vincent, 47 Pitino, Rick, 80 Plaques, 104 Positive work environment, creating, 4–5, 10, 12 Powell, Colin, 7 Power, knowledge and, 119 Productivity coaching and, 72–73 enthusiasm and, 41 motivating environment and, 1, 7–8 Profits, motivating environment and, 8 Promotions, 98 Prop, meeting, 53 Public Agenda Forum, 7 Questions development, 56 knock-out, 20 open-ended, 20–21 Raises, motivation and, 67–68 Recruitment, 19 Respect, modeling, 48 Rewards defined, 97 individual, 99, 101–103 motivation and, 6, 11, 12, 14, 97–105, 127 positioning, 102 team, 99–101 137
The Manager's Pocket Guide to Motivating Employees
tips on, 103–105 types of, 98 Ritz Carlton, 25–26 Sales, motivating environment and, 8 Sanders, Tim, 4 Saturn Company, 100 Seminars, motivation and, 68 Short-term goals, 32–33 planning worksheet, 35 Situational ethics, 48 Southwest Airlines, 5, 7 Starbucks, 26–27 State of the union presentation, 40 Strengths, development and employee, 57, 62 Succession plans, 73 Team meetings enthusiasm and, 50–54 motivation and, 68 Teams achieving organizational goals in, 38–39 action planning for, 121 building enthusiastic, 42–45 goals of communication with, 95 knowing needs of, 5–6, 10, 12 managers as mirrors of, 6–7, 11, 12 mission documenting, 27 explaining during orientation, 26–27 outings, 88–90 rewards for, 6, 11, 12, 99–101 advantages of, 99 disadvantages of, 99–100 Tenure award, 98 138
Index
Theme, meeting, 53 Time off, unexpected, 115 Toastmasters, 86, 103 Training, during meetings, 52. See also Development Trophies, 104 Turnover, motivating environment and, 8 Twain, Mark, 97 Values, organizational communicating to new hires, 22 reviewing during orientation, 25–26 Videos, use in meetings, 51–52 Voice mail acknowledging effort via, 86 communicating organizational goals via, 39 Wal-Mart, 38–39 Welch, Jack, 74 Work, strategic distribution of, 83–84 Work hours, modeling enthusiasm and, 47–48 Work/life balance breaks and, 114–115, 116 concept of, 15, 107–111 modeling, 115–117 self-assessment of, 111–114 signs of lack of, 110 symptoms and suggestions, 114 Worksheets, long-term planning, 34–38. See also Assessments Work space coaching and, 76 motivation and, 2, 4, 10, 12, 126 Yahoo, 4
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About the Author Shawn Doyle, RCC, CTM Shawn Doyle is a learning and development professional who has a passion for human development and believes in the concept of life-long learning. For the past 17 years, Shawn has spent his time developing and implementing training programs on sales, communication, and leadership in order to help people become more effective in the work place and in their lives. Shawn is the founder and president of New Light Learning and Development, Inc., a leadership development, motivation, and sales training company. From 2000 to 2003, Shawn co-founded a highly successful corporate university for a Fortune 100 company. In the role of Vice President of Learning and Development, he developed comprehensive leadership programs for the supervisory, managerial, and executive levels. He also oversaw the development of a broad-based curriculum nationwide on various topics. From 1998 to 2000, he started the training function for a large advertising sales division of a major corporation. He developed highly successful sales training, leadership, and mentoring programs. For his efforts in that role, he won the coveted Pinnacle Award for outstanding leadership. Shawn is certified by DDI, The Winninger Institute, MillerHieman, and is a Registered Corporate Coach (RCC). He has
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The Manager's Pocket Guide to Motivating Employees
also earned the distinction of CTM (Competent Toastmaster) from Toastmasters. Shawn is a member of the World Association of Business Coaches (WABC), The American Society of Training and Development (ASTD), and Toastmasters International. He has had articles published in Training and Development magazine, Creative Training Techniques, and MillerHieman’s Best Few. He is the author of The Ten Foundations of Motivation (iUniverse, 2003) and The Manager’s Pocket Guide to Motivating Employees, and Sales Science (Cafe Press) written with David Newman. To contact Shawn for training, keynotes, and consulting: Shawn Doyle President New Light Learning and Development 1280 West Kings Highway Coatesville, PA 19320 610-857-4742 www.sldoyle.com
[email protected]
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